Emergency Operations Plan

Emergency Operations Plan February 2015

Emergency Operations Plan Volume One: Pre-Emergency Documentation

Basic Plan and Attachments February 2015

EMERGENCY OPERATIONS PLAN

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Letter of Promulgation February 2015 To:

Officials and Employees of the City of Vallejo

The preservation of life and property is an inherent responsibility of all levels of government. Since disasters in many devastating forms may strike at any time, the City of Vallejo must provide safeguards which will save lives and minimize property damage through prior planning, preparedness measures, and training. Sound Emergency Operations Plans carried out by knowledgeable and well-trained personnel can, and will, minimize losses. This Emergency Operations Plan provides guidance for City response to extraordinary emergency situations associated with natural disasters, technological incidents, and nuclear defense operations both war and peacetime. This plan does not address day-to-day emergencies or the established departmental procedures used to cope with such incidents. Rather, this plan concentrates on operational concepts and response procedures relative to large scale disasters. The City of Vallejo Emergency Operations Plan (EOP) establishes an Emergency Management Organization and assigns functions and tasks consistent with California’s Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). It provides for the integration and coordination of planning efforts of multiple jurisdictions. This plan was reviewed and approved by representatives from each City of Vallejo department, local special districts with emergency services responsibilities in the City, and the Solano Operational Area Office of Emergency Services. The content is based upon guidance approved and provided by the State of California and the Federal Emergency Management Agency. The intent of the Emergency Operations Plan is to provide direction on how to respond to an emergency from the initial onset, through an extended response, and into the cost recovery process. Once adopted, it will be reviewed and tested periodically and revised as necessary to meet changing conditions. The City of Vallejo City Council gives its full support to this Emergency Operations Plan (EOP), and urges all public employees and individuals to prepare for times of emergency before they occur.

______________________________ Osby Davis, Mayor City of Vallejo

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FOREWORD To: From: Subject:

All Emergency Operations Center (EOC) Personnel Daniel E. Keen, City Manager Emergency Operations Plan

The Emergency Operations Plan represents the continued commitment of the Vallejo City Council and the City Manager’s Office to the health and safety of our community. The completion of this document exemplifies the energetic teamwork between our City Departments in its ongoing implementation. This plan is designed to be read, understood, and exercised prior to response to extraordinary emergency situations, not day-to-day emergencies. This plan concentrates on operational concepts and response procedures relative to large scale disasters. The Emergency Operations Plan is a single source document that will enable you to shift gears smoothly and effectively in order to make the transition from your daily duties as a City employee to that of a disaster service worker assigned to a critical position within the City’s Emergency Operations Center (EOC). This document identifies whom you will report to, your general responsibilities, and the critical Action Checklist for your immediate review and response as you staff the EOC. You need to maintain and periodically review this document prior to any disaster training or exercise and have it available for your own use during EOC activation. The Emergency Operations Plan forms the foundation of your disaster service worker responsibilities and identifies those tasks that you will initially address and manage. This plan provides you with a starting point and organizational framework in which to effectively perform your assigned disaster duties during the response and recovery phase. The Emergency Operations Plan is a dynamic document that will always be subject to change. Your input and recommendations are vital to making this a useful, workable and valuable document. Please contact the Emergency Services Coordinator if you have any suggestions for improving the Emergency Plan. Additionally, I would like to extend a sincere thanks to all of you who assisted in making this document possible. Your collective efforts and enthusiastic professional teamwork continue to represent an uncommon spirit of cooperation and service that has come to be associated with the City of Vallejo. Please join me in our continued efforts to provide our community with the highest level of emergency services.

______________________________ Daniel E. Keen, City Manager City of Vallejo

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ACTIVATION The Emergency Operations Plan may be activated by the Director of Emergency Services (City Manager), the Assistant Director of Emergency Services, or identified alternate when:  Following consultation by the Fire Chief and/or Police Chief with the City Manager, and the need is determined.  The Governor proclaimed a STATE OF EMERGENCY for an area that includes the City of Vallejo.  A proclamation of a STATE OF WAR EMERGENCY has been issued as defined in California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code), or upon receipt of an attack warning or actual attack on the United States.  The President declares a National Emergency. PLANNING DEVELOPMENT PROCESS This plan is the result of a collective effort between City departments, with other agencies assigned a primary function in the plan, and includes input from response partners. The plan was developed following a series of meetings with individuals assigned to the Emergency Operations Center, and individual reviews of a draft. It will be evaluated on a regular basis with exercises. APPROVAL AND PROMULGATION Following a final review and written concurrence of each responding City department and outside collaborative agency, the plan will be submitted to the City Council. Upon concurrence of the City Council, the plan will be officially adopted and promulgated. The approval date will be noted on the Title Page of this plan and the footer below. PLAN MAINTENANCE The City of Vallejo, Assistant Director of Emergency Services, or Fire Chief is responsible for organizing training for staff assigned to implement the plan, soliciting input for changes after exercises or real events, and ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed.

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RECORD OF CHANGES The Emergency Operations Plan is expected to undergo changes over time due to updated regulations, lessons learned from response to real events, exercises and drills that test the plan and new relationships with public and private sector partners. All suggested changes will be accepted, reviewed by an emergency planning team and vetted prior to posting. Changes will follow these steps: 1. Following approval of the Emergency Operations Center team, modifications will be made and distributed to plan holders. 2. Changes will be distributed with a notice in the table below about the date of change, the material modified. 3. Each plan holder will be expected to update their copy to keep it current.. Change Number

Date of Change

Section Number, Header, Page Number

Initiated by (Department/Agency)

1 2 3 4 5 6 7 8 9 10 11 12 13 14

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VOLUME ONE: PRE-EMERGENCY DOCUMENTATION TABLE OF CONTENTS BASIC PLAN NOTE: This is the “training” part of the Emergency Operations Plan. All Emergency Operations Center Staff are to be familiar with this section of the plan, as it sets the “stage” for all the other parts of the plans and the materials in the Emergency Operations Center. Content

Page

Letter of Promulgation .............................................................................................................................. iii Foreword

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Record of Changes

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Table of Contents

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Introduction .......................................................................................................................... BP-1 Purpose Emergency Operations Plan Structure Scope .......................................................................................................................... BP-2 Objectives .......................................................................................................................... BP-3 Planning Guidance Emergency Management Priorities ........................................................................................................ BP-4 Response Objectives Recovery Objectives.................................................................................................................... BP-5 Concept of Operations .......................................................................................................................... BP-6 Emergency Management Phases City of Vallejo ........................................................................................................................ BP-10 Local Government Responsibilities Emergency Operations Center Incident Command Activation of Emergency Operations Plan and Center.............................................................. BP-11 City of Vallejo Emergency Management Response .................................................................. BP-13 City Emergency Operation Center Organization ....................................................................... BP-14 Operational and Emergency Functions ................................................................................................ BP-18 City of Vallejo Departments and Divisions Local Public Agency Responsibilities ......................................................................................... BP-22 Non-Government Support

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Public Awareness and Education .......................................................................................................... BP-24 Emergency Public Information EPI Assumptions Post Disaster Recovery ........................................................................................................................ BP-26 After Action Review and Reporting ...................................................................................................... BP-28 Plan Development and Maintenance Plan Development Plan Review and Maintenance Evaluation and Training ........................................................................................................................ BP-29 Training ........................................................................................................................ BP-30

BASIC PLAN ATTACHMENTS NOTE: This part of the plan provides the “supporting documents” that identify the authorities to create and manage the plan and why the plan is critical for response to any hazard. Attachment

Content

Page

1.

Legal and Operational Authorities ............................................................................ BPA-1

2.

Emergency Management Ordinance (As prepared for City Council) ...................... BPA -3

3.

Emergency Management Policy (As prepared for City Council) ............................... BPA-9

4.

Essential Records Preservation ................................................................................ BPA-17

5.

Continuity of Government ....................................................................................... BPA-21

6.

Hazards Summary .................................................................................................... BPA-27

7.

Acronyms and Definitions ........................................................................................ BPA-37

8.

NIMS Training Matrix .............................................................................................. BPA-51

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BASIC PLAN INTRODUCTION The City of Vallejo Emergency Operations Plan (EOP) describes planned response to extraordinary emergency situations associated with natural disasters, technological (human-caused) emergencies, and war emergency operations in, or affecting, the City of Vallejo. Purpose This plan establishes: 1. An Emergency Management Organization that will respond given any significant emergency or disaster affecting the City of Vallejo. 2. The policies, responsibilities, and procedures required to protect the health and safety of the populous, public and private property, and the environment from the affects of natural and human-caused (technological) emergencies and disasters. 3. The operational concepts and procedures associated with field response to emergencies, Emergency Operations Center (EOC) activities, and the recovery process. 4. The organizational framework for implementation of the Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS) within the City of Vallejo. This plan is: 

The principal guide for the City of Vallejo and responding special districts who respond to and mitigate emergencies and disasters within the City of Vallejo geographic boundaries.

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Intended to facilitate multi-agency and multi-jurisdictional emergency operations and coordination, particularly between Local Government and the Operational Area (county boundary) and addresses state and federal response upon request.

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A reference document for training prior to an emergency and response to conditions that could involve non-government, volunteer organizations and private enterprises identified in the plan.

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A reference document that could be used in conjunction with applicable local contingency plans, the Operational Area Emergency Operation Plan and State Emergency Operations Plan.

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Designed to guide users through the four phases of emergency management: preparedness, response, recovery, and mitigation. It is divided into the following parts:

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Emergency Operations Plan Structure The Emergency Operations Plan (EOP) is structured in two Volumes. Volume One: Pre-Emergency Documentation  Basic Plan The Basic Plan provides the structure and organization of the City of Vallejo Emergency Management Organization; identifies individual roles and responsibilities; describes the concept of emergency operations; and identifies how other cities, Solano and the State integrate with the City of Vallejo in the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). 

Basic Plan Attachments This section provides the background authorities and policies that provide for the legal direction for the Emergency Operations Plan and Response. It also provides information on the hazards that have been considered that put the city at risk.

Volume Two: Emergency Response  EOC Procedures The EOC Procedures provide specific directions for the activation and extended operations of the Emergency Operations Center. 

Annexes The Annexes provide information that more clearly defines the roles and responsibilities of those assigned to specific emergency management positions in the City Emergency Operations Center in each of the five SEMS functions: Management, Operations, Planning, Logistics and Finance. Each Annex includes appropriate Attachments that provide more specific operations guidance, procedures and resources.

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Contingency Plans Contingency Plans supplement the Emergency Operations Plan, provide direction and guidance, and identify resource needs in response to specific emergencies. Contingency Plans are developed to address specific hazards or planning criteria. Examples of these plans include the: ▫ Solano Operational Area Hazardous Materials Emergency Response Plan ▫ Solano Multi-Casualty Plan

Scope The policies, procedures, and provisions of the EOP are applicable to all agencies and individuals, public and private, having responsibilities for emergency preparedness, response, recovery, and/or mitigation activities within the City of Vallejo. This plan applies to any extraordinary emergency situation associated with any hazard, natural or human-caused, which may affect the City of Vallejo and that generates situations requiring planned, coordinated responses by multiple agencies and jurisdictions to manage public safety, economic, social and political impacts caused by the emergency.

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Objectives 

Establish a framework for the overall management and coordination of emergency operations.

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Outline the methods and procedures used by emergency management personnel to assess emergency situations and take appropriate actions to save lives and reduce injuries, prevent or minimize damage to public and private property, and protect the environment.

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Provide information for training emergency response personnel and Local Government staff to efficiently and effectively prepare for, respond to, and recover from emergencies and disasters.

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Describe the overall Emergency Management Organization and concept of emergency operations in the City of Vallejo.

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Identify the responsibilities of local, state, and federal agencies in the event of an emergency or disaster affecting the City of Vallejo.

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Establish lines of authority and coordination for the management and mitigation of emergencies and disasters.

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Facilitate mutual aid to supplement local resources.

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Describe the procedures for accessing state and federal assistance following an emergency or disaster.

Planning Guidance 

Emergencies or disasters may occur at any time, day or night, in populated, as well as remote, areas of the City of Vallejo.

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Major emergencies and disasters will require a multi-agency, multi-jurisdictional response. For this reason, it is essential that the Standardized Emergency Management System (SEMS), and, in many cases, a Unified Command, be implemented immediately by responding agencies, and expanded as the situation dictates.

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Large-scale emergencies and disasters may overburden local resources and necessitate mutual aid from neighboring jurisdictions.

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Large-scale emergencies and disasters and the complex organizational structure required to respond to them pose significant challenges in terms of warning and notification, logistics, and agency coordination.

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Major emergencies and disasters may generate widespread media and public interest. The media must be considered an ally in large-scale emergencies and disasters; it can provide considerable assistance in emergency public information and warning.

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Large-scale emergencies and disasters may pose serious long-term threats to public health, property, the environment, and the local economy.

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Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions.

EMERGENCY MANAGEMENT PRIORITIES While providing emergency public information throughout the emergency the following priorities will be continuously evaluated: 1. Protect life safety and rescue those in immediate danger. 2. Eliminate or secure hazards and prevent additional casualties or damages. 3. Address social, environmental, political, cultural and economic issues. 4. Restore normal operations as soon as possible.

Response Objectives Initial Response – within 2 hours 

Activate this Emergency Operations Plan (EOP) and notify appropriate staff.

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Staff the Emergency Operations Center (EOC) 24 hours a day, in 12 hour shifts.

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Set up financial codes to capture FEMA cost allowance information.

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Determine the status of infrastructure systems.

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Establish restoration priorities and initiate emergency repairs.

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Make external notifications to local governments, state agencies, and others as indicated.

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Assess use of available resources and request mutual aid resources as warranted.

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Advise all employees of the situation, work schedules, compensation provisions and similar matters.

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Provide public and employee information announcements as indicated.

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Within 8 hours, initiate safety inspection activities.

Extended Operations – More than 1 Day 

Redefine response priorities following each Operational Period (12 hours), or as needed.

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Review emergency finances and make adjustments if necessary to meet priority response and recovery needs.

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In conjunction with other local agencies, initiate requests for state and federal disaster assistance as warranted.

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Continue safety assessment, emergency repairs, announcements, and liaison with external agencies.

public

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information

Recovery Objectives Initial Recovery – After emergency condition is stabilized and emergency work continues 

Complete assessment of losses and costs for repair and replacement; determine approximate reimbursements from insurance and other sources of financial assistance; and determine how residual costs will be financed.

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Define needs for additional staff; initiate recruitment process; and adopt temporary emergency employment policies as necessary.

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Execute agreements with vendors to meet service and supply needs.

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Reevaluate need for maintaining the existing staffing plan; consider returning to the normal organizational structure, roles and responsibilities when feasible.

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Conduct post-incident critique and prepare After Action Report (AAR) as required by the California Code of Regulations (CCR).

Long Term Recovery 

Initiate permanent reconstruction of damaged facilities and systems.

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Restore normal operations and services to full pre-incident levels.

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Maintain liaison with external agencies as needed.

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CONCEPT OF OPERATIONS Emergency operations address the entire spectrum of contingencies, ranging from relatively minor incidents, such as a utility failure, to large-scale disasters — an earthquake, for example — and ultimately, to terrorism and State of War. Peacetime and wartime emergencies share similar operational concepts. Some emergencies will be preceded by a build-up period, which, if recognized, may offer advance warning to potentially affected areas and populations. Other emergencies occur with little or no advance warning, and therefore, require a response characterized by efficient and coordinated mobilization and deployment of local resources. Emergency Management Phases Emergency management activities are divided into the following phases:  Preparedness and Prevention - the act of getting ready and preventing extensive damage  Response - the act of responding to an emergency or potential emergency  Recovery - the act of restoring the impacted area to the pre-event condition  Mitigation - the act of reducing or preventing the effects of future disasters Preparedness and Prevention The preparedness and prevention phase involves activities taken prior to an emergency or disaster in order to mount an effective response to any given situation, which might affect a jurisdiction. These activities fall into two basic areas: ▫ Readiness Readiness involves "soft" activities that create a framework and knowledge base to complete a task or mission, including: – General and specialized training – Development and maintenance of policies, plans, procedures, guidelines, and checklists – Developing hazard analyses – Developing mutual aid agreements – Exercises – Improving emergency public information and communications systems. ▫ Capability Capability involves the acquisition of "hard" items or tools necessary for the actual work to be done, including: – Personnel – Vehicles – Communications equipment – ICS vests in the field and Standardized Emergency Management System vests in the Emergency Operations Center – Reference materials – Specialized rescue tools – Firefighting equipment – Weapons and prisoner restraints – Medical equipment

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Personal protective equipment

Response The response phase involves activities taken when a warning is provided (to increase readiness), initial actions to stem the impact, and extended operations when the incident requires ongoing effort to deter. ▫ Increased Readiness – When a disaster or emergency is likely or inevitable, action is taken to protect lives and property. – As an emergency situation begins to develop or threatens, City of Vallejo agencies initiate actions to increase readiness. – Actions taken during the build-up of an emergency situation are designed to increase ability to effectively respond to the emergency or disaster. – Events which may trigger increased readiness include: o Issuance of a credible long-term earthquake prediction. o Receipt of a flood advisory or other special weather statement. o Conditions conducive to wild land fire danger, such as the combination of high heat, strong winds, and low humidity. o Severe winter weather, such as heavy or extreme storms. o A rapidly deteriorating international situation that could lead to an attack upon the United States. o Information or circumstances indicating the potential for acts of violence or civil disturbance. o Acts of violence includes potential terrorist acts. These could be events involving chemical, biological, nuclear, or explosive agents. The nationally established threat levels may provide some guidance in this area. – Each EOP Annex contains an Emergency Action Checklist titled, Increased Readiness, which provides specific guidance for organizations responsible for increased readiness activities in the City of Vallejo. Examples undertaken during this phase may include the following: o Briefing government officials: City Council, City Manager, Special Districts' officials, and Agency or Department Heads. o Reviewing and updating emergency operations plans, SOPs, and checklists. o Increasing public information efforts. o Accelerating training efforts, including refresher training. o Testing warning and communications systems. o Warning threatened elements of the population. o Initiating evacuation and movement operations. o Mobilizing personnel and pre-positioning resources and equipment. (Part of this activity may include vaccinating certain personnel against specific bio-hazards). o Activating and staffing the Emergency Operations Center and/or field command posts. o Initiating communications and reporting with: neighboring incorporated cities and the Solano Operational Area.

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▫ Initial Response – Emphasis is placed on managing the initial response to an emergency situation; saving lives and protecting property; and minimizing the effects of the emergency or disaster. – Response operations may be accomplished within the affected area by a combination of, or direct resources from, the city, county, state, special district, and volunteer organizations. – Each EOP Annex contains an Emergency Action Checklist titled, Initial Response Operations, which provides hazard-specific guidance for organizations responsible for initial response operations in the City of Vallejo. Examples of emergency operations undertaken during this phase include: o Disseminating warning, emergency public information, and instructions to the public. o Conducting evacuation and/or rescue operations. o Treating and caring for casualties. o Conducting initial damage surveys and assessments. o Providing mass care for displaced persons. o Restricting the movement of people and traffic, and denying access to affected areas. o Developing and implementing an initial Emergency Operations Center Action Plan. ▫ Extended Operations – Extended emergency operations involve the coordination and management of personnel and resources to mitigate an emergency and facilitate the transition to recovery operations. Mutual aid may also be requested during this phase. – Each EOP Annex contains an Emergency Action Checklist titled, Extended Operations, which provides specific guidance for the conduct of extended emergency operations, including those functions performed by the Emergency Operations Center staff. Examples of actions taken during extended operations include: o Preparing detailed safety assessments. o Operating mass care facilities. o Protecting, controlling, and allocating vital resources. o Conducting coroner operations. o Developing and implementing Emergency Operations Center Action Plans for extended operations (first 24 hours and beyond). Recovery Operations Recovery operations involve the restoration of services to the public and returning the affected area to its pre-emergency condition. Recovery operations may be both short- and long-term, ranging from the restoration of essential utilities, such as water and power, to mitigation measures designed to prevent future effects of a given emergency or disaster. ▫ Each EOP Annex contains an Emergency Action Checklist titled, Post-Emergency: which provides specific guidance for the conduct of recovery operations, including:

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Description of the roles and responsibilities of each level of government following a disaster Procedures for accessing the federal and state programs available for individual, business, and public assistance following a disaster

▫ Examples of actions taken during recovery operations include: – Restoring essential public services. – Establishing and staffing Disaster Application Centers (DAC) and Local Assistance Centers (LAC). – Disseminating disaster assistance information to the public. – Applying for state and/or federal assistance. – Conducting hazard mitigation surveys and implementing appropriate mitigation measures.

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CITY OF VALLEJO Local Government Responsibilities In accordance with California Government Code (CGC) § 8607, the City of Vallejo functions as part of Standardized Emergency Management System. Emergency operations and mutual aid activities are conducted and coordinated using the Standardized Emergency Management System, as appropriate. The City of Vallejo’s responsibilities include:      

Acting as a policy-making body with representation from all participating jurisdictions and setting priorities agreed upon by all members. Providing a single point of contact for information on an emergency situation, as well as resource requirements and prioritization. Acting as a single ordering point for resources, including law enforcement and public services resources through Operational Area Law Enforcement and Public Works Mutual Aid Coordinators. Serving as the single focal point for the centralized management and coordination of emergency response and recovery operations during a disaster or emergency affecting the City of Vallejo. Serving as the communication link within the Solano Operational Area. Providing a facility (Emergency Operations Center) from which the responding organizations can effectively coordinate.

Emergency Operations Center "When a Local Government Emergency Operations Center is activated, communications and coordination shall be established between the Incident Commander(s), any activated department operations center(s) (DOCs) and the Emergency Operations Center. In the absence of a DOC, communication and coordination will be from the Incident Commander(s) to the Emergency Operations Center." (CCR § 2407(2)(b))  The Emergency Operations Center is a location from which centralized strategic management is performed.  The Emergency Operations Center is a coordination point, not a scene management center; it does not provide tactical direction to field activities.  The Emergency Operations Center may manage multiple incidents that have established Incident Command Posts.  The Emergency Operations Center coordinates the delivery of resources to address conditions facing field resources.  The Emergency Operations Center communicates with the Operational Area Level of government to provide information regarding the emergency and the acquisition of resources not readily available within the city. Incident Command (in the field)  Tactical direction to the various incidents in the field remains in the field with the Incident Commander, using ICS.  Field Incident Commanders (IC) have clear authority to command and tactically direct the resources under their control.

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Command responsibility includes: o Determining the objectives to be achieved for the incident (within the bounds of agency authority). o Establishing the strategies to achieve those objectives. o Determining the appropriate tactics necessary for the selected strategy. o Applying the assigned resources to perform the tactics. Police, fire, or public works personnel assume Incident Command (IC) in the field. o Police will provide IC for:  Crime Scenes  Civil Disturbance  Evacuation Operations  Search and Rescue  Transportation Accidents (city streets)  Traffic Control Operations o Fire will provide IC for:  Fire suppression operations  Hazardous materials incidents  Urban search and rescue operations  Heavy Rescue Operations  Radiological Incidents o Public Works will provide IC for:  Flood operations  Debris Clearance

Activation of Emergency Operations Plan and Center The City of Vallejo Emergency Operations Plan (EOP) and Emergency Operations Center (EOC) will be activated when an emergency situation occurs that exceeds local and/or in-field capabilities to adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will largely determine whether the Emergency Operations Plan and Emergency Operations Center will be activated, and to what level. For planning purposes, the California Office of Emergency Services (Cal OES) has established three "levels" of response to emergencies. The City of Vallejo also employs this system to guide its response to emergencies. Emergency Response includes the following three levels. Level Three – Emergency Response Level Three (3) Emergency is characterized as a localized event of relatively short duration that affects a limited geographic area and requires response by one or more agencies. Examples: hazardous material spill, multi-casualty motor vehicle accident, or civil demonstration or protest. A Local Emergency may be declared. Level Three (3) Emergency Operations Center activation provides monitoring of the incident, assessment of the potential social, political and environmental impacts of the emergency, identification of the appropriate resources and actions needed to support the field, and notification support if the emergency grows beyond local capability. Requests to activate the Emergency Operations Center may come from the IC, or may be initiated by the City of Vallejo Police Watch

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Commander and/or Fire Battalion Chief, with the potential for escalating. The Director of Emergency Service (City Manager), Assistant Director of Emergency Services or alternate, determines the appropriate Emergency Operations Center staffing for a Level Three (3), Local Emergency. 

Field Response Level: Incident Command System (ICS) is to be used by all responders; Unified Command may be implemented.

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Emergency Operations Center (EOC) Level: Activation of the Emergency Operations Center is not required. Area Command may be used in the field to manage more than one incident scene. The Incident Commander (IC) has the authority to determine if additional resources are needed and request Emergency Operations Center activation for coordination purposes. Once activated, the Emergency Operations Center remains operational based on the duration of the event, and the need to provide support/coordination for field personnel. Representatives from other agencies may be requested to report to the Emergency Operations Center.

Level Two – Local Emergency A Level Two (2) Emergency is characterized as a local or regional event that affects multiple sites or services and requires response by multiple departments and/or agencies to support and coordinate response to the field. Examples: large hazardous materials spill, moderate earthquake, wildland fire or explosion. A Local Emergency may be declared. Level 2 Emergencies require Emergency Operations Center activation with staffing from key agencies involved in response. This level of staffing may also occur if the emergency is confined to a specific area of the City that stresses local resources. The Director of Emergency Services determines the appropriate Emergency Operations Center staffing for a Level Two (2), Local Disaster. 

Field Response Level: Depending on the nature of the event and the agencies involved in the response, Unified Command is typically assumed and includes police, fire and other emergency response agencies in the field.

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Emergency Operations Center (EOC) Level: Depending on the nature and scope of the event, the Emergency Operations Center may be activated and partially staffed.

Level One – Major Disaster A Level One (1) Emergency is characterized as a regional event that results in significant, wide-scale damage and/or disruption of services. Mutual aid may be required. Examples: major earthquake, conflagration or terrorist attack. Level 1 Emergencies require full Emergency Operations Center activation as outlined in this plan to address a large emergency affecting all, or a large part of the county. The Director of Emergency Services orders Emergency Operations Center activation for a Level One (1), Major Disaster. 

Field Response Level: Depending on the nature and scope of the event, police or fire assumes the IC role, unless authority passes to the FBI or other state or federal agency. Unified Command may be established.

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Emergency Operations Center (EOC) Level: The City of Vallejo Emergency Operations Center will be activated and staffed by representatives from each involved agency.

National Emergency While international events in the last 15 years have reduced the threat of nuclear war, the potential threat of a radiological incident that affects a wide area has actually increased. Terrorist organizations are seeking devices that when attached to explosives, may be detonated to cause a wide area radiological hazard. The scope of an event such as the detonation of a “dirty bomb” is such that mutual aid may be reduced regionally causing emergency operations to focus all available local resources on essential actions related to: 

Relocating people from potential hazard areas to reception areas if time permits;

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Identifying the best available shelter from direct weapons effects for those persons remaining in hazard areas; and/or

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Improving the fallout shelter capability in reception areas by the emergency upgrading of existing buildings and/or by the construction of expedient shelters.

City of Vallejo Emergency Management Response City of Vallejo Ordinance establishes the City's Emergency Management Organization, which includes:   

All elected officials, officers and employees of the City of Vallejo; Volunteer forces enrolled by the City; and All groups, organizations, and persons who may, by agreement or operation of law, including persons impressed into service under the provisions of the City's ordinance, charged with duties incident to the protection of life and property in the City of Vallejo during an emergency.

Director of Emergency Services The Director of Emergency Services leads the City of Vallejo Emergency Management Organization, which is a position filled by the City Manager. The Director of Emergency Services establishes policy for the overall EMO and ensures the creation of the Actions Plans which determine the City’s response to the emergency. Assistant Director of Emergency Services, Fire Chief The City Fire Chief will act as or identify an Emergency Preparedness Program Manager as the Key Contact in the City of Vallejo to act as the City’s lead agent for emergency preparedness, planning, and training. The Emergency Preparedness contact will be charged with:  The preparation and execution of plans for the protection of persons and property within the City in the event of an emergency.  Pre-emergency coordination of the emergency functions of the City with all other public agencies, corporations, organizations, and affected private persons.  During emergency the Emergency Preparedness Program contact assists in managing the Emergency Operations Center resources and supporting the activity of the staff.

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Action Planning The primary goals of Emergency Operations Center activities are to:  Ensure the implementation of the Standardized Emergency Management System (SEMS) and the National Incident Management System;  Bring together all relevant information about the emergency in one place;  Organize that information in a useful format for the jurisdiction's decision-making body;  Facilitate the coordination of resources needed to mitigate the effects of the emergency;  Ensure the timely mitigation of the crisis situation(s); and  Facilitate the transition from response to recovery. To achieve these goals, the Emergency Operations Center Team must accomplish the following objectives:  Assemble all relevant information about the emergency in one place;  Organize that information in a useful format for the jurisdiction's decision-making body;  Consider the economic, social and political impacts of the emergency, and provide the appropriate resources to address them while assessing the emergency;  Support the needs of the Incident Commander(s) in the field;  Coordinate resources needed to mitigate the effects of the emergency;  Ensure the timely mitigation of the crisis situation(s);  Follow Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS) procedures;  Implement the transition from response to recovery; and  Direct all City resources to meet the needs of the citizens through transition from the emergency to stable conditions and through recovery.

City Emergency Operations Center Organization The City of Vallejo‘s Emergency Operations Center (EOC) is located at Fire Station 21. The Vallejo EOC is staffed by personnel from City departments. The Emergency Operations Center team is organized around the five functions of the Standardized Emergency Management System (SEMS). The five functions include: Management, Operations, Planning/Intelligence, Logistics and Finance/Administration. The functional flexibility associated with Standardized Emergency Management System is particularly useful in Emergency Operations Center operations, with emphasis on coordination, incident prioritization, and resource allocation. Because of its standardized organizational structure and common terminology, SEMS provides a useful and flexible management system that is particularly adaptable to incidents involving multijurisdictional and/or multi-agency response. SEMS provides the flexibility to rapidly activate and establish an organizational structure around the functions that need to be performed in order to efficiently and effectively mitigate an emergency. Consistent with Standardized Emergency Management System, the Emergency Operations Center organizational structure develops in a modular fashion, based upon the type and size of the incident:

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The Emergency Operations Center staff builds from the top down; As the need arises, five separate sections can be activated, each with several sub-units that may be established as needed; and The specific organizational structure established for any given incident will be based on the management and resource needs of the incident: o The needs of the emergency; o The available resources; and o Span of control. Policy Group The Policy Group is responsible to address the concerns of the public as it relates to the economic, social and political impacts of an emergency. In the City of Vallejo Emergency Operations Center, the Policy function may or may not be activated. It includes the Mayor and City Councilmembers. Management Section The Director of Emergency Services (City Manager or alternate) leads the Management Section and is responsible for the overall management of the Emergency Operations Center. The Director of Emergency Services is responsible for activities that focus on the direct impacts of the emergency upon the City and assessing conditions outside the City, which have the potential for affecting the City residences or businesses. The Director of Emergency Services is responsible for supporting the creation of an Emergency Operations Center Action Plan and the overall strategic direction of response, including appropriate mutual aid liaison activities. When fully activated the Management Staff includes the following:  Emergency Services Director  Legal Advisor  Public Information Officer  Liaison Officer  Agency Representatives from other response organizations Operations Section The Operations Section is responsible for:  Supporting field incidents and activities.  Liaise with mutual aid resources.  Coordinate incident response assets (in accordance with the approved Action Plan), regardless of agency affiliation or type of asset (e.g., law enforcement, fire suppression, medical, etc.).  Assess the emergency within the City or in nearby jurisdictions that could impact the City’s response organizations. This section is composed of several functional groups, each with its own supervisor. Some or all of the functions may be involved in an incident response. An Operations Section Chief will be identified between fire, police and public works staff, depending on the emergency. As needed the Operations Section Chief may activate the appropriate functions. When fully activated, the

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Operations Section is comprised of the following branches. Each position may be staffed with City, special district and county personnel.  Operations Section Chief  Law Enforcement  Fire and Rescue  Construction and Engineering  Care and Shelter If all functions are not activated, the tasks assigned to the non-activated function are the responsibility of the person next highest in the organization, in this case the Operations Section Chief. Planning / Intelligence Section The Planning/Intelligence Section collects and analyzes incident data relating to hazards, damage, operations, and other problems. This section becomes the organizational focus for all information or intelligence relative to the incident or emergency. This section is responsible for:  Maintaining current situation status, as well as attempting to predict future developments in the incident or emergency.  Developing recommendations for appropriate responses or actions and long-term Action Plans, in coordination with the other organizational elements.  Working very closely with Operations and Management to address intelligence requirements. The following functions are the responsibility of the Planning/Intelligence Section.  Planning/Intelligence Section Chief  Situation Status  Documentation  Geographic Information System If all functions are not activated, the tasks assigned to the non-activated function are the responsibility of the person next highest in the organization, in this case the Planning/Intelligence Section Chief. Logistics Section The Logistics Section is responsible for procuring equipment and supplies in support of incident operations. This would include specialized equipment, food and shelter, additional personnel, and utilities. The following functions are the responsibility of the Logistics Section:  Logistics Section Chief  Supply / Equipment  Facilities  Volunteer Coordination If all functions are not activated, the tasks assigned to the non-activated function are the responsibility of the person next highest in the organization, in this case the Logistics Section Chief.

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Finance / Administration Section This section is responsible for the financial management of an operation, including payment for equipment, supplies, and services. It is also responsible for the maintenance of all financial and personnel time-keeping records and for providing administrative support to the Emergency Operations Center. The following functions are the responsibility of the Finance/Administration Section:  Finance/Administration Section Chief  Cost Acct & Time  Claims and Compensation  Recovery If all functions are not activated, the tasks assigned to the non-activated function are the responsibility of the person next highest in the organization, in this case the Finance/Administration Section Chief.

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OPERATIONAL AND EMERGENCY FUNCTIONS City of Vallejo Departments and Divisions The responsibilities outlined below identify the daily critical functions the various departments and divisions accomplish on a daily basis and the responsibilities they assume during an emergency. City Attorney Daily Operations  Render professional legal advice to the City Council and City departments.  Assess risk management of issues and programs.  Prepare, amend, and review official City documents, laws and regulations.  Represent the City in litigation, including civil worker's compensation and council matters. Emergency  Assume the Legal Advisor role in an emergency; and  Provide review of local proclamations of emergency, curfew or other orders, and modifications to ordinances as needed. City Clerk Daily Operations  Prepare public documents for the City Council, Public Financing Authority and other special elected and appointed official meetings.  Maintain all official City records, contracts and agreements.  Conduct City Council elections and administer the City's Conflict of Interest Program. Emergency  Assume the Liaison Officer role in an emergency.  Coordinate contact with outside agencies.  Support the Public Information Officer and manage visits with dignitaries. City Manager Daily Operations  Provide professional leadership in the management of the City and execution of City Council policies.  Coordinate and direct all City activities, finances, and personnel. Emergency  Assume the Director of Emergency Services role in an emergency.  Provide leadership in the Emergency Operations Center.  Proclaim a Local Emergency as required.  Request Operational Area proclamation and State declaration concurrence.

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Administration Departments Finance Department Daily Operations  Ensure financial stability.  Monitor City's investment portfolio, revenues.  Prepare and maintain financial records and the City's payroll.  Respond to audits, and prepare the Annual Budget.  Monitor procurement services and contract administration. Emergency  Manage financial recovery activities in the event of a Presidentially Declared emergency as defined by the Stafford act.  Track costs associated with obtaining supplies and equipment to respond to the emergency.  Document purchasing contracts to support the operations according the Federal Emergency Management Agency requirements.  Assist in the compilation of filing for reimbursement claims. Human Resources Daily Operations  Recruit, classify and compensate quality staff.  Provide labor relations, oversee performance evaluations, and provide organizational development support.  Manage employee benefits and services. Emergency  Monitor and track impact of the emergency on employees.  Provide employee services for physical injuries or emotional impacts.  Provide for any coordination of Workers Compensation.

Operations Departments Housing Daily Operations  Provide programs that promote community and service.  Operate safe and appropriately staffed housing programs for residents. Emergency  Assume care and shelter responsibilities for patrons and residents.  Identify additional support needs of the residents of the City during response. Fire Department Daily Operations  Provide fire suppression, hazmat operations and life safety paramedic services.

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Coordinate fire prevention programs and investigative services. Maintain a facility for the City Emergency Operations Center. Ensure City capability to respond to emergencies.

Emergency Operations  Establish and maintain Incident Command at the appropriate locations.  Activate the emergency operations plan as directed.  Set up the Emergency Operations Center  Facilitate Incident Command procedures from the field to the EOC.  Urban Search and Rescue  Medical coordination with county Police Services Department Daily Operations  Ensure public safety.  Provide law enforcement and investigative services to the community.  Assist in public education on crime prevention and response to emergencies. Emergency  Ensure public safety and response by available resources.  Activate the emergency operations plan as directed.  Establish and maintain Incident Command at the appropriate locations. Public Works Department Daily Operations  Maintain City’s parks, roadway medians and other open space.  Manage City fleet vehicles and equipment, City facilities and maintenance contracts.  Manage and coordinate the City's Geographic Information System (GIS) and application developments.  Manage water utility for the city. Emergency  Coordinate repair to affected utilities.  Coordinate drainage programs as needed, with Vallejo Sanitation and Flood Control District.  Coordinate debris clearance.  Maintain City maintenance programs as required.  Report impact on City facilities and parks.

Economic Development Department Economic Development Division Daily Operations  Manage planning, building and code enforcement operations and activities within the City.

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Emergency  Initiate short and long term recovery activities.  Identify housing and business development impacts.  Develop action plans to assist in economic recovery in the community. Building Division Daily Operations  Provide building and safety services that promote health and safety in the construction and maintenance of buildings and structures.  Maintain property and enforcement of uniform building codes, conservation standards, regulations, and building ordinances. Emergency  Provide for the coordination of any and all safety assessments, tracking damage information; and requesting aid as needed from outside inspectors.  Prepare and manage incoming safety inspectors and tracking of the impact of the emergency to City facilities and private residences.  Coordinate emergency information regarding building safety. Planning Division Daily Operations  Monitor all environmental and land use related services.  Formulate housing policies for the City of Vallejo, including staff support for the City Council, the Planning Commission, the Architectural Review Board, and the Zoning Administrator.  Coordinate community development, zoning administration, architectural review, subdivision processing, zoning enforcement, General Plan administration, environmental review, and special planning studies. Emergency  Assume the Planning Section Chief role.  Manage documentation about the impact of the emergency response actions to deal with conditions, and identify resource needs.  Develop Action Plans for effective and coordinated response.

LOCAL PUBLIC AGENCY RESONSIBILITIES Vallejo Sanitation and Flood Control District  Provide flood and sanitation services to the City of Vallejo.  Provide drainage maintenance for the City’s public catch basins, drainage, creeks and easements.  Manage sewer collection system, 24 sewer pump stations, and the wastewater treatment facility that treats the area’s sewage. Vallejo School District  Provide safe and secure facilities for public education in the community.

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Provide for initial shelter support. Coordination in the delivery of safe programs for the youth of the community.

SOLANO COUNTY SERVICES Animal Services  Provide emergency supplies for supporting animal shelter operations as needed.  Coordinate the delivery of services to manage large livestock. Emergency Medical Services  Coordinate the delivery of EMS services between paramedic, hospital and medical center providers. Public Health  Coordinate the delivery of public health services during response to emergency related incidents. Sheriff’s Dispatch  Provide for public notification of an incident.  Provide for dispatch services for police. Sheriff/Coroner  Provide direction on mass fatality incidents.

NON GOVERNMENT SUPPORT Local, state, and federal response to an emergency may be augmented by non-governmental agencies and volunteers. American Red Cross  Provide relief for persons affected by disaster, including serious hazardous materials emergencies: o Food, clothing, and lodging. o Supplemental medical and nursing assistance. o Family services.  Assist local government with warning and protective actions (evacuation and shelter-inplace operations), as requested. Salvation Army  Provide relief for persons affected by the disaster.  Coordinate mobile feeding for victims and emergency workers.  Identify emergency housing.  Support referrals to appropriate government and private agencies for special services required by victims.

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Business and Industry  Throughout the duration of an emergency, provide the Incident Commander with the following information: o Any conditions within the facility which may affect emergency response. o On-site monitoring for extent of damage. o Causation. o Technical advice.  In accordance with § 25503 H&S et seq. and CCR Title 19, develop contingency plans for hazardous materials emergencies within assigned facilities. Pacific Gas and Electric  Provide for the power and natural gas needs of the City of Vallejo.

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PUBLIC AWARENESS AND EDUCATION The public's response to any emergency is based on an understanding of the nature of the emergency, the potential hazards, the likely response of emergency services, and knowledge of what individuals and groups should do to increase their chances of survival and recovery. Public awareness and education prior to an emergency or disaster will directly affect the City of Vallejo’s emergency operations and recovery efforts. For this reason, the Solano Operational Area Office of Emergency Services will make emergency preparedness information from state and federal sources available to the Operational Area member jurisdictions and the citizens of the City of Vallejo. The California Office of Emergency Services (Cal OES) provides the following public education campaigns. April May June August October November

Earthquake Preparedness Hazard Mitigation Fire Prevention Landslide Awareness Flood Preparedness Winter Preparedness

The City of Vallejo obtains the appropriate materials from Cal OES and makes the data available to its citizens. Emergency Public Information (EPI) Emergency Public Information (EPI) is a priority of utmost importance during emergencies and disasters. The Public Information Officer’s materials in this Emergency Operations Plan describe the City of Vallejo EPI organization and provide procedures for:    

The dissemination of accurate and timely instructions and information to the public during periods of emergency. Response to media inquiries and calls from the public. Establishment of a 24 hour EPI contact point. Establishment of a Public Information Officer function of the Emergency Operations Center.

EPI Guidance  

The general public will demand information about the emergency situation and instructions on proper survival/response actions; The media will demand information about the emergency: o The local media, particularly radio, will perform an essential role in providing emergency instructions and periodic updates to the public. o Depending on the severity of the emergency, or the media's perception of the severity of the emergency, regional and national media may also demand information and may play a role in reassuring (or alarming) distant relatives of disaster victims.

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o

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Depending on the severity of the emergency, telephone communications may be sporadic or impossible. Local and regional radio/television stations without emergency power may also be off the air. Telephones may be inoperative. The emergency organization will become overwhelmed by the demand for information if sufficiently trained staff are not available.

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POST-DISASTER RECOVERY In the aftermath of a disaster, many citizens will have specific needs that must be met before they can pick up the thread of pre-disaster lives. Typically, there will be a need for such services as:  Assessment of the extent and severity of damages to homes and other property.  Restoration of services generally available in communities - water, food, and medical assistance.  Repair of damaged homes and property.  Professional counseling when the sudden changes resulting from the emergency results in mental anguish and inability to cope. The City of Vallejo can help individuals and families recover by ensuring that these services are available and by seeking any additional resources needed. Recovery occurs in two phases: short-term and longterm. Short Term Recovery Short-term recovery operations will begin during the response phase of the emergency. Short-term recovery operations will include all the agencies participating in the Operational Area. The major objectives of short-term recovery operations include:  Rapid debris removal and cleanup.  Orderly and coordinated restoration of essential services (electricity, water, and sanitary systems). The goal of short-term recovery is to restore Local Government to at least a minimal capacity. Short-term recovery includes:  Utility restoration.  Expanded social, medical, and mental health services.  Re-establishment of City of Vallejo government operations.  Transportation routes access.  Debris removal.  Cleanup operations.  Abatement and demolition of hazardous structures. Each jurisdiction will coordinate its efforts to restore utility systems and services during recovery operations. Medical services may need to operate from temporary facilities, as necessary. The Solano Public Health Department will coordinate and conduct Critical Incident Stress Debriefings for emergency response personnel and victims of the disaster event following a Level 1 Emergency. For federally declared disasters, tele-registration centers may be established by the Federal Emergency Management Agency (FEMA) to assist disaster victims and businesses in applying for grants, loans, and other benefits. In coordination with the American Red Cross, the City and other jurisdictions will provide shelter for disaster victims until housing can be arranged.

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The City of Vallejo will ensure that debris removal and cleanup operations are expedited. On the basis of the City and other Operational Area jurisdictions' assessments, structures that pose a public safety concern will be demolished. Long Term Recovery The major objectives of long-term recovery operations include:  Coordinated delivery of social and health services.  Improved land use planning.  Improved City of Vallejo Emergency Operations Plan.  Re-establishing the local economy to pre-disaster levels.  Recovery of disaster response costs.  Effective integration of mitigation strategies into recovery planning and operations. The City of Vallejo, in coordination with special districts that provide emergency services, will handle the long-term recovery activities. Changes to the City Emergency Operations Plan will be coordinated with all agencies that provide emergency response services in the City. Public information during the recovery process will be handled independently by each agency or jurisdiction. However, information will be coordinated among the Operational Area agencies and jurisdictions. The goal of long-term recovery is to restore facilities to pre-disaster condition. Long-term recovery includes hazard mitigation activities, restoration or reconstruction of public facilities, and disaster response cost recovery. Each affected jurisdiction will be responsible for its own approach to mitigation, which could include zoning variances, building code changes, plan reviews, seismic safety elements, and other land use planning measures. With public safety being a primary concern, rapid recovery may require adjustments to policies and procedures to streamline the recovery process. Hazard mitigation actions will need to be coordinated and employed in all activities by all jurisdictions in order to ensure a maximum reduction of vulnerability to future disasters. All jurisdictions within the Operational Area, including special districts, will strive to restore essential facilities to pre-disaster condition by retrofit, repair or reconstruction during long-term recovery operations. Recovery programs will also be sought for individual citizens and private businesses. The City’s and other Operational Area jurisdictions’ redevelopment agencies will play a vital role in rebuilding commercial areas.

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AFTER ACTION REPORTING The Standardized Emergency Management System (SEMS) regulations and the National Incident Management System (NIMS) require any city, city and county, or county declaring a local emergency for which the Governor proclaims a State of Emergency, to complete and transmit an After-Action Report to Cal OES within 90 days of the close of the incident period. The After-Action Report will provide, at a minimum:  Response actions taken.  Application of Standardized Emergency Management System.  Suggested modifications to Standardized Emergency Management System.  Necessary modifications to plans and procedures.  Training needs.  Recovery activities to date.

PLAN DEVELOPMENT AND MAINTENANCE Plan Development The City of Vallejo’s Assistant Director of Emergency Services has primary responsibility for developing, reviewing, and updating this plan on a regular basis. Input will be solicited from those individuals, jurisdictions and agencies having assigned responsibilities under this plan. Plan Review and Maintenance The City of Vallejo departments and other agencies providing emergency response within the City will review this plan at least annually. Any changes resulting from the annual review will be published and distributed to jurisdictions and agencies holding this plan.  

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Every four years, this plan, in its entirety, will be reviewed, updated, republished, and redistributed, if necessary. This plan may be modified as a result of post-incident analyses and/or post-exercise critiques: o Proposed changes shall be submitted in writing to the City of Vallejo’s Emergency Preparedness Manager. o These changes shall be published and distributed to jurisdictions and agencies holding this plan. This plan may also be modified any time responsibilities, procedures, laws, rules, or regulations pertaining to emergency management and operations change: o Those jurisdictions and agencies having assigned responsibilities under this plan are obligated to inform the City of Vallejo’s Assistant Director of Emergency Services when changes occur or are imminent. o These changes will be incorporated into this plan, published, and distributed to jurisdictions and agencies holding this plan.

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EVALUATION AND TRAINING The City of Vallejo’s Assistant Director of Emergency Services will coordinate and facilitate post-incident analyses and critiques following emergencies and exercises, respectively. An After-Action Report may be prepared by City of Vallejo Assistant Director of Emergency Services and distributed to those jurisdictions and agencies involved in the emergency or exercise. Training   

The City of Vallejo’s Assistant Director of Emergency Services will notify holders of this plan of training opportunities associated with emergency management and operations. Individual jurisdictions and agencies are responsible for maintaining training records. This plan will be exercised regularly. The City of Vallejo’s Assistant Director of Emergency Services will conduct emergency preparedness exercises, in accordance with its annual exercise schedule. Jurisdictions and agencies having assigned responsibilities under this plan must ensure assigned personnel are properly trained to carry out these responsibilities.

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Content

Page

1. Legal and Operational Authorities.......................................................................................... BPA-1 2. Emergency Management Ordinance (As prepared for City Council) ................................... BPA -3 3. Emergency Management Policy (As prepared for City Council) ............................................ BPA-9 4. Essential Records Preservation ............................................................................................. BPA-17 5. Continuity of Government .................................................................................................... BPA-21 6. Hazards Summary

.................................................................................................... BPA-27

7. Acronyms and Definitions .................................................................................................... BPA-37

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Attachment 1 Legal and Operational Authorities The following lists of Federal, State and Local authorities require the development of an Emergency Operations Plan, an emergency preparedness program, or outline how the program is to be developed and managed. Federal Authorities 

Public Law 920, Federal Civil Defense Act of 1950, as amended

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Public Law 84-99, U.S. Army Corps of Engineers - Flood Fighting

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Public Law 93-288, Federal Disaster Relief Act of 1974

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Public Law 107-188, Bio-terrorism Act, June 2002

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Public Law 107-296, Homeland Security Act, January 2002

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Executive Order 13228, Office of Homeland Security, October 8, 2001

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Executive Order 13231, Critical Infrastructure Protection, October 16, 2001

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Executive Order 13234, Citizens Prepared, November 9, 2001

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Presidential Decision Directive 39 - U.S. Policy on Counter-terrorism, June 1995

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Presidential Decision Directive 62 - Combating Terrorism, May 1998

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Presidential Decision Directive 63 - Critical Infrastructure Protection, May 1998

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National Security Presidential Directive 17 - National Strategy to Combat Weapons of Mass Destruction

State Authorities 

CA Government Code (CGC), Title 1, Chapter 4, Division 8, Section 3100, (Disaster Service Workers)

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CGC, Title 1, Chapter 4, Division 8, Section 8635, (Continuity of Government)

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CGC, Title 2, Division 1, Chapter 7, (California Emergency Services Act)

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CGC, Title 2, Division 1, Chapter 7.5 (California Natural Disaster Assistance Act)

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California Code of Regulations (CCR) Title 19, Division 2 (Standardized Emergency Management System)

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California Water Code (CWC), § 128 (Department of Water Resources - Flood Fighting)

City Authorities 

Title 2, Chapter 2.5 of the City of Vallejo Emergency Services, Organization and Disaster Council Ordinance provides for: ▫ ▫ ▫ ▫

Establishing a City Disaster Council and specifies its role; Defining an Emergency; Requiring the development of an Emergency Operations Plan; and Identifying the role and responsibilities of the Director of Emergency Services.

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Title 3, Chapter 3.20, City of Vallejo Purchase and Distribution of Property Ordinance for emergency purchases.

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City of Vallejo Resolution No 05-52, adopting the National Incident Management System, 2005.

References The following list of publications assisted in the development of this plan. Federal ▫ National Response Framework ▫ Debris Removal Guidelines for State and Local Officials (FEMA DAP-15) ▫ A Guide to Federal Aid in Disasters (DAP-19) ▫ Digest of Federal Disaster Assistance (DAP-21) ▫ Individual and Family Grant Program Handbook Pursuant to Public Law 93-288 (DR&R-18) ▫ Fire Suppression Assistance Handbook (DAP 4) State ▫ California State Emergency Operations Plan ▫ California Emergency Management Agency’s Disaster Assistance Procedures Manual ▫ California Emergency Resources Management Plan ▫ California Law Enforcement Mutual Aid Plan ▫ California Fire and Rescue Operations Plan ▫ California Assistance Procedures Manual (Cal OES) ▫ Natural Disaster Assistance Act Eligibility Guidelines and Claiming Instructions (Cal OES) ▫ Weapons of Mass Destruction Guidelines for Local Government ▫ Hazardous Materials Incident Contingency Plan (Cal OES) ▫ Public Assistance Guide for Applicants (State OES DAP-1)

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Attachment 2 Emergency Management Ordinance (As prepared for City Council consideration) Title 2, Chapter 2.50 EMERGENCY SERVICES, ORGANIZATION AND DISASTER COUNCIL

Purposes The declared purposes of this chapter are to provide for the preparation and carrying out of plans for the protection of persons and property within this city in the event of an emergency, the direction of the emergency organization, and the coordination of the emergency functions of this city with all other public agencies, corporations, organizations, and affected private persons. (Ord. 9 N.C.(2d) § 1, 1971.) Emergency Defined As used in this chapter, "emergency" means the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within this city caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake, or other conditions, including conditions resulting from war or imminent threat of war, but other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities of the city, requiring the combined forces of other political subdivisions to combat. (Ord. 9 N.C.(2d) § 2, 1971.) Disaster Council Created and Membership. The city disaster council is created and shall consist of the following: A. The mayor, who shall be chairman; B. The director of emergency services, who shall be vice-chairman; C. Such chiefs of emergency services as are provided for in a current emergency plan of this city, adopted pursuant to this chapter; D. Such representatives of civic, business, labor, veterans, professional, or other organizations having an official emergency responsibility, as may be appointed by the director with the advice and consent of the city council. (Ord. 422 N.C.(2d) § 1, 1978; Ord. 9 N.C.(2d) § 3, 1971.)

Disaster Council Powers and Duties It shall be the duty of the city disaster council, and it is empowered, to develop and recommend for adoption by the city council, emergency and mutual aid plans and agreements and such ordinances and resolutions and rules and regulations as are necessary to implement such plans and agreements. The disaster council shall meet semiannually or more often as called for by the chair or in the absence of the

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chair from the city or inability to call such meeting, upon call of the vice chair. (Ord. 1135 N.C.(2d) § 1, 1990: Ord. 9 N.C.(2d) § 4, 1971.) Director and Assistant Director of Emergency Services A. There is created the office of director of emergency services. The city manager shall be the director of emergency services. (Ord. 422 N.C.(2d) § 2, 1978; Ord. 9 N.C.(2d) § 5, 1971.) B. There is created the office of assistant director of emergency services, who shall be the fire chief. Director of Emergency Services Emergency Powers The director is empowered to: A. Request the city council to proclaim the existence or threatened existence of a "local emergency" if the city council is in session, or to issue such proclamation if the city council is not in session. Whenever a local emergency is proclaimed by the director, the city council shall take action to ratify the proclamation within seven days thereafter or the proclamation shall have no further force or effect. B. Request the Governor to proclaim a "state of emergency" when, in the opinion of the director, the locally available resources are inadequate to cope with the emergency. (Ord. 179 N.C.(2d) § 1(part), 1973; Ord. 9 N.C.(2d) § 6(A), 1971.) C. Control and direct the effort of the emergency organization of this city for the accomplishment of the purposes of this chapter; D. Direct cooperation between and coordination of services and staff of the emergency organization of this city; and resolve questions of authority and responsibility that may arise between them; E. Represent this city in all dealings with public or private agencies on matters pertaining to emergencies as defined herein; F. In the event of the proclamation of a "local emergency" as herein provided, the proclamation of a "state of emergency" by the Governor or the Director of the California Office of Emergency Services, or the existence of a "state of war emergency," the mayor and director are empowered: 1. To make and issue rules, regulations and policies on matters reasonably related to the protection of life and property as affected by such emergency; provided, however, such rules, regulations, and policies must be confirmed at the earliest practicable time by the city council, 2. To obtain vital supplies, equipment, and such other properties found lacking and needed for the protection of life and property and to bind the city for the fair value thereof and, if required immediately, to commandeer the same for public use,

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3. To require emergency services of any city officer or employee and, in the event of the proclamation of a "state of emergency" in the county in which this city is located or the existence of a "state of war emergency," to command the aid of as many citizens of this community as he deems necessary in the execution of his duties; such persons shall be entitled to all privileges, benefits, and immunities as are provided by state law for disaster service workers, 4. To requisition necessary personnel or material of any city department or agency, and 5. To execute all of his ordinary power as city manager, all of the serial powers conferred upon him by this chapter or by resolution or emergency plan pursuant hereto adopted by the city council, all powers conferred upon him by any statute, by any agreement approved by the city council, and by any other lawful authority. G. The director of emergency services shall designate the order of succession to that office, to take effect in the event the director is unavailable to attend meetings and otherwise perform his duties before, during, and after an emergency. Such order of succession shall be approved by the city council. (Ord. 9 N.C.(2d) § 6(B), 1971.) H. The director of emergency services may appoint staff to represent the city to manage recovery activities with the Federal Emergency Management Agency or the California Office of Emergency Services. I.

The assistant director shall, under the supervision of the director and with the assistance of emergency service chiefs, develop emergency plans and manage the emergency programs of this city; and shall have such other powers and duties as may be assigned by the director. (Ord. 9 N.C.(2d) § 6(C), 1971.)

Emergency Organization All officers and employees of this city, together with those volunteer forces enrolled to aid them during an emergency, and all groups, organizations, and persons who may by agreement or operation of law, including persons impressed into service under the provisions of Section 2.50.070-D.3, be charged with duties incident to the protection of life and property in this city during such emergency, shall constitute the emergency organization of the City of Vallejo. (Ord. 9 N.C.(2d) § 7, 1971.) Emergency Plans The city of Vallejo disaster council shall be responsible for the development of the city of Vallejo emergency plan, which shall provide for the effective mobilization of all of the resources of this city, both public and private, to meet any condition constituting a local emergency, state of emergency, or state of war emergency; and shall provide for the organization, powers and duties, services, and staff of the emergency organization. Such plan shall take effect upon adoption by resolution of the city council. (Ord. 9 N.C.(2d) § 8, 1971.) Emergency Response

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All emergency response agencies shall use the Incident Command System, Standardized Emergency Management System and National Incident Management System in responding to, managing, and coordinating multiple agency or multiple jurisdiction incidents, whether single or multiple discipline. Shelter operations during declared emergencies shall address persons with special access and functional needs and fully comply with all state and federal law. Shelter operations shall be coordinated with the American Red Cross. Shelter operation shall consider persons evacuated with domestic animals, in compliance with state and federal law Mutual aid and Assistance As conditions arise that exceed or may exceed city personnel and resources, the emergency services director, alternates, or designated representatives, may request mutual aid and/or mutual assistance as required. When other jurisdictions require and request assistance, the emergency services director, alternates or designated representatives, may render assistance. Expenditures Any expenditures made in connection with emergency activities, including mutual aid activities, shall be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of the city of Vallejo. (Ord. 9 N.C.(2d) § 9, 1971.) Unlawful Acts It is a misdemeanor for any person, during an emergency, to: A. Wilfully obstruct, hinder, or delay any member of the emergency organization in the enforcement of any lawful rule or regulation issued pursuant to this chapter, or in the performance of any duty imposed upon him by virtue of this chapter; B. Do any act forbidden by any lawful rule or regulation issued pursuant to this chapter, if such act is of such a nature as to give or be likely to give assistance to the enemy or to imperil the lives or property of inhabitants of this city, or to prevent, hinder, or delay the defense or protection thereof; and C. Wear, carry, or display, without authority, any means of identification specified by the emergency agency of the state. (Ord. 9 N.C.(2d) § 10, 1971.)

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Attachment 3 Emergency Management Policy (As prepared for City Council consideration) The City of Vallejo recognizes its responsibility to mitigate the effects of natural, human-caused, or war-caused emergencies which result in conditions of disaster or extreme peril to life, property, and the resources of the city, and generally to protect the health and safety, and preserve the lives and property, of the people and businesses of the city. To ensure that preparations within the city will be adequate to deal with such emergencies, it is hereby found and necessary:   

To confer upon the City Manager, Department Directors, Managers, Supervisors and Employees specific responsibilities as defined in the adopted Emergency Plans. To provide for the assignment of functions to each department to be performed while preparing for and responding to an emergency and for the coordination and direction of the emergency recovery actions. To authorize the establishment of internal organizations to plan, organize and carry out the actions necessary to properly carry out the responsibilities of emergency preparedness, planning, training, responding and recovering.

It is further declared to be the purpose of this policy that all emergency services functions of this city be coordinated as much as possible with the comparable functions of the county, state and federal government including its various departments and agencies, and of private agencies of every type, to the end that the most effective use may be made of individuals, resources, and facilities for dealing with any emergency that may occur. This includes coordination with organizations that support the state and federal requirements for providing assistance to persons with functional needs and domesticated animals during declared emergencies. Definitions Emergency Plans: The State of California Emergency Services Act, Government Code Sections 85508668, defines Emergency Plans in Section 8560as official and approved documents which describe the principles and methods to be applied in carrying out emergency operations, continuing government and business operations, or rendering mutual aid during emergencies. “Emergency Plans” include the Emergency Operations Plan, Continuity of Operations Plan, Business Continuity plans or other documents that include such elements as continuity of government, the emergency services of governmental agencies, mobilization of resources, mutual aid, and public information/crisis communication. Updates to such plans may be routinely completed as needed by the assistant emergency services director. Complete revision of the plan is expected every four years and requires adoption by the City Council. Local Emergency: Local emergency is defined in Government Code Section 8558 as the duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, city and county, or city, caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor’s warning of an earthquake or volcanic

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prediction, or an earthquake, or other conditions, other than conditions resulting from a labor controversy, which are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and require the combined forces of other political subdivisions to combat, or with respect to regulated energy utilities, a sudden and severe energy shortage requires extraordinary measures beyond the authority vested in the California Public Utilities Commission. Vital Records and Information: All information and records whose loss would place severe financial, operational, or legal restrictions on the continuance of City services. Emergency Preparedness Preparedness and readiness to respond is a responsibility of all employees. Planning and training for, and responding to emergencies requires the integration of resources and ideas of all departments. The Emergency Preparedness Response and Planning Committee (“Committee”) is comprised of a representative of each department who is a member of the Emergency Operations Center (“EOC”) Staffing Plan and appointed by the appropriate Department Director. As such, each representative will have the authority to commit time and department resources to carry out the committee duties which include:  Preparing and maintaining an annual Emergency Management Strategic Plan consistent with the National Fire Protection Association 1600 standard for emergency management,  Prioritizing hazard mitigation projects, training and funding needs,  Providing input from employees on responsibilities assigned to each department,  Identification and acquisition of resources required to complete assigned emergency planning tasks and actions,  Assisting in the update of all emergency plans, and  Preparing materials to support reports for the City Council and Disaster Council on Preparedness. The Committee will establish an annual meeting calendar to accomplish their stated tasks, provide annual updates to the City Council and the Disaster Council, and assist in the development of an annual exercise. Functional Responsibilities The City of Vallejo Emergency Operations Pan (“EOP”) includes a matrix of emergency response functions that identify primary and secondary support roles of each department and other response agencies and organizations. The matrix provides for clarifying which department provides personnel and resources to plan, train, prepare, respond to and recover from emergencies. The identified departments assume the responsibility for preparing, responding to, and recovering from emergencies. This matrix is to be updated annually by the Committee. Continuity of Government Preservation of local government in the event of enemy attack, state of emergency, or local emergency is provided for in Government Code Section 8635. The State of California Legislature has declared that the preservation of local government in the event of enemy attack or in the

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event of a state of emergency or a local emergency is a matter of statewide concern. The state granted specified powers to cities and counties for their preservation and for the protection of all citizens of California. Section 8637 states that each city may provide for the succession of officers who head departments having duties in the maintenance of law and order or in the furnishing of public services relating to health and safety. To meet this need, each Department Director shall identify at least two alternates who act as their alternate in the event they are unable to respond during an emergency. Each department is to develop appropriate emergency plans which as a minimum include Continuity of Operations Plans, Continuity of Government plans, and Business Continuity Plans (“BCP”) to ensure the operability of their department during emergencies. The departments are responsible to ensure that all emergency plans are maintained, employees trained, and the vital records necessary to maintain operations are available. The plans and lists will be updated annually. Departments are responsible for maintaining duplicate vital records in hard copy, microfiche or microfilm, tape, or other electronic format that is backed up. Storage of the data should include off site, secure storage. Data backups and storage may be coordinated by one department by an agreement between departments. Authority This policy authorizes the City Manager and Department Directors to carry out all emergency plans as documented and adopted by the City Council. Emergency Purchasing For purposes of addressing a local emergency, the City Manager may authorize the expenditure of any unencumbered moneys in the emergency reserve fund, notwithstanding the fact that such moneys may not have been appropriated for such purpose, to the extent that other moneys have not been appropriated or are otherwise unavailable therefore. The City Manager shall notify the City Council of any expenditure under this provision. The activation of emergency purchases requires a proclaimed local emergency/disaster. The City’s normal purchasing procedure is then suspended to provide flexibility during exigent circumstances while still maintaining accountability and compliance with applicable local and state purchasing laws. The following is outlined in the Vallejo Municipal Code, Chapter 3.20 Purchase and Disposition of Property, regarding the following delegated contract and procurement authority required for emergency response:  Authorization limits and execution of contracts  Formal bidding  Contract bidding

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Standardized Emergency Management System and National Incident Management System The City of Vallejo, as well as all other local public agencies are required to respond to emergencies using the Standardized Emergency Management System (“SEMS”) at the scene of a multi-agency emergency and in the EOC, pursuant to Government Code Section 8607. Federal grants require the use of the National Incident Management System (“NIMS”). The City of Vallejo is responsible for emergency response within the boundaries of the City. The City coordinates response with local special districts and private resources with primary responsibility for the restoration of services that they normally provide. These collaborating agencies, organizations and responders remain responsible for the safety of their people at their facilities, on their property, or at the scene, and for warning of hazards from their facilities or operations. The City is responsible for coordinating with field responders, other local governments, and Solano County. Coordination with multi-agency coordination systems or groups may also be required, depending on the emergency. Local governments may provide mutual aid within their capabilities or receive the same from other response agencies and organizations. The City must comply with SEMS regulations in order to be eligible for state funding of response related personnel costs and will:     

Use SEMS when a Local Emergency is declared or proclaimed, or the local government EOC is activated. Establish, coordinate and communicate with Incident Commanders either through Department Operations Centers (DOCs), or directly to the EOC, when either is activated. Use existing mutual aid systems for coordinating fire and rescue, and law enforcement, public works and other mutual aid resources. Establish coordination and communications between the City EOC when activated, and the Solano Operational Area organization and any state or response agency having jurisdiction at an incident within the City's boundaries. Use multi-agency or inter-agency coordination to facilitate decisions for overall local government level emergency response activities.

The City, special districts and the Operational Area are required to utilize the same five SEMS functions (Management, Operations, Planning/Intelligence, Logistics, and Finance/ Administration) to facilitate interagency communication and coordination. The use of SEMS in planning, training, response and recovery meets the compliance requirements of the National Incident Management System. Implementation of the Incident Command System The City of Vallejo adopted SEMS and NIMS for managing response to multi-agency and multijurisdictional emergencies and to facilitate communications and coordination between all levels of the system and among all responding agencies. The Incident Command System (“ICS”) is a significant component of SEMS and NIMS. The City of Vallejo subscribes to and will initiate the ICS for emergency response. Unified Command will be established whenever possible. Coordination with multi-agency coordination systems or

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groups may also be required, depending on the emergency. Dependent on the conditions of the incident the following departments may establish Incident Command in the field. Vallejo Police Department provides Incident Command (“IC”) for:  Crime Scenes  Civil Disturbances  Evacuation Operations  Search Operations  Transportation Accidents (City Streets Only)  Traffic Control Operations Vallejo Fire Department provides IC for:  Emergency Medical and Multi-Casualty response  Fire Suppression Operations  Fire Investigations  Hazardous Material Incidents, including radiological  Urban Search and Rescue Operations  Heavy Rescue Operations Public Works provides IC for:  Storm and Flood Warning, Response and Recovery Operations  Debris Clearance  Land, Mud or Debris Flows Building Inspection provides IC for:  Safety Assessment Teams  Structural Damage Inspection As an emergency unfolds, other department representatives may be designated as the IC, based on the impact of the emergency, the prevailing conditions, the expertise required to manage the incident, and the experience of the representative. As responders arrive at the scene the Incident Commander is to integrate resources of all agencies and organizations with emergency responsibilities at the scene. In some instances, State or Federal authority may preempt City authority. In those instances, City government will act directly under the authority of the duly authorized representative of the State or Federal government. Mutual Aid and Mutual Assistance During an incident, with or without a proclamation of a local emergency, that exceeds, or has the potential to exceed, the resources and personnel of the city, the department director of the responding department, in consultation with the director of emergency services, or alternate, may request and receive mutual aid and/or mutual assistance. In the event that another jurisdiction requests assistance from the City of Vallejo, the department director, in consultation with the director of emergency services, or alternate, may approve sending assistance as long as such assistance does not deplete the city’s ability to respond to its own need.

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Employee Response Upon notification of a warning or knowledge of a disaster, state law requires that public agency employees have special responsibilities to protect the public. City of Vallejo staff may be requested to modify shift schedules, return to work, remain at work, or perform different work assignments. If at home when a disaster occurs, employees are expected to ensure the safety and security of their families and homes before returning to work. If at work when a disaster occurs, employees will be provided with the use of existing and available information systems to check on the welfare of their homes and families. Upon reporting to the EOC, or other designated location, assigned staff will implement the activities listed in the function. In accordance with Government Code Sections 3100 and 3101, all public agency employees are considered disaster service workers and are eligible to be assigned to perform an emergency role at the time of a disaster. Certain staff have been assigned to perform a specific function in the City of Vallejo EOC (as a primary or alternate), or at another location, and are expected to report to the designated location as outlined in the Emergency Operations Plan. Staff assigned to perform an emergency function in the EOC or at another location are expected to report for duty. In the rare circumstance when normal communications are out of service and notification may not be possible with use of the normal methods (phone, texting, email, and radio), employees are to report to their normal work site. If the normal work site is not available or accessible, employees are to report to an alternate location identified by the department plan. Staff members assigned to operate in the EOC are to report to the City of Vallejo EOC primary or secondary location. Personnel Consideration Response to a Local Emergency requires employee presence. At the time of the emergency, Department Directors and Managers need to determine which staff members are able or unable to report for service. The following considerations require action to provide support to employees responding to an incident or declared emergency:      

Determine if employees who are available for work are being prevented from returning due to access, weather problems, etc. Suspend any restrictions to extraordinary overtime while the emergency is declared. Provide overtime pay or compensatory time off for salaried employees for work beyond routine schedule. Evaluate and redirect resources based on prioritized workload that addresses the emergency conditions. Provide for extended time off for employees and their families if they are directly affected by the emergency conditions (e.g. loss of home, family member, etc.). This can involve use of sick leave, vacation, administrative time, etc. Provide for employees with special circumstances or responsibilities: ○ Lodging for long distance commuters so they are rested from long shifts and can be available at short notice during the declared emergency timeframe. If lodging is scarce, encourage staff to take in coworkers if they have available space.

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Childcare services for staff with family responsibilities that require them to remain on the job for extended periods. ○ Other actions that are reasonable and based on the prevailing conditions of the emergency. At the conclusion of the emergency response phase, arrange for Critical Incident Stress Debriefings for involved personnel, as needed. ○



Training In order to be fully prepared to assume designated roles in the event of an emergency that impacts the City, all employees need to:  Complete a Disaster Service Worker registration form if not completed at hire;  Participate in and complete NIMS (National Incident Management System) training modules as directed, matrix located on page 50 of this section;  Participate in and complete SEMS (Standardized Emergency Management System) and personal preparedness trainings;  Identify any specific role identified in the Emergency Operations Plan, Continuity of Operations Plan or other emergency-related emergency plans for each department; and  As assigned, participate in training and exercises that are designed to help employees complete their assigned role. Evacuation and Access Control In general, the City of Vallejo Police Department is responsible for ensuring access control for emergency and disaster scenes. During and following an evacuation, perimeter access controls will be necessary to eliminate re-entry into the hazard area by unauthorized persons. The intent of access control is to:  Provide a controlled area from which evacuations will take place, and prevent entry by unauthorized persons.  Protect lives by controlling entry into extreme hazard areas.  Maintain law and order in the hazard area, as well as the normal area of responsibility. An area may need to be evacuated for a period of a few hours to several days or weeks, depending on the hazard and its severity. Criteria for allowing entry into closed areas will be established for each incident. Two basic options are available:  No Access, and  Limited Access. Evacuation of Persons with Disabilities Evacuation of persons with disabilities will be undertaken consistent with best practices. Emergency Shelter Operations All Emergency Shelter Operations required to manage the declared emergency will be coordinated with the American Red Cross. City staff members have been trained on opening and managing

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emergency shelters, following the American Red Cross policies. All identified emergency shelters in the City of Vallejo meet state and federal accessibility requirements. Emergency shelter operations training and planning have considered those evacuated with domestic animals. As resources are available and deployable, the city will activate domestic animal shelters, as defined by the law, on the same or nearby premises as the human shelter while managing the public health and safety of those sheltered during declared emergencies. Volunteer Resources During response to an emergency, the City of Vallejo may integrate use of volunteer resources. Affiliated organized volunteer resources, such as the Community Emergency Response Teams, Amateur Radio groups, American Red Cross, and County Animal Response Teams, may report to city personnel. Volunteers may be identified as disaster service workers and receive the same liability and workers compensation coverage as employees prior and during response to an emergency, pursuant to Government Code Section 8657. The volunteer must complete the loyalty oath which is required by Government Code Section 3102. Prior to an emergency, the City Clerk and Program Manager for Emergency Preparedness may swear in the registered volunteer. By City Council resolution, the authority to conduct the loyalty oath for volunteer registration has been extended to the Vallejo Fire Department, which manages the Community Emergency Response Teams (CERT). During an emergency the responsibility and authority to swear in volunteers may be extended to the employee assigned to register and coordinate volunteer resource support. For reference, the loyalty oath is set forth in the California Constitution and states: “I [name] do solemnly swear (or affirm) that I will support and defend the Constitution of the United States and the Constitution of the State of California against all enemies, foreign and domestic; that I will bear true faith and allegiance to the Constitution of the United States and the Constitution of the State of California; that I take this obligation freely, without any mental reservation or purpose of evasion; that I will well and faithfully discharge the duties upon which I am about to enter.” Recovery Operations Representation Following a proclaimed emergency, state and federal resources may be available for response and recovery operations. The emergency services director may delegate authority to meet, confer and negotiate with state and federal representatives to the department manager for finance and administration and the program manager responsible for emergency preparedness on issues related to emergency response and recovery.

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Attachment 4 ESSENTIAL RECORDS PRESERVATION Definition Preservation of the essential or vital records of the city is critical to conducting emergency operations in the event of a disaster and to restoring the day-to-day operations of the city following a disaster: 

In addition, certain records contain information that document and protect the rights and interests of individuals and government.



These latter records must also be protected and preserved.



Typically, essential city records comprise only about 5% of all the records of the city and meet one or more of the following criteria: (1) Records necessary to conduct emergency operations may include the following categories.     (2)

Utility systems maps Locations of emergency supplies and equipment Emergency operations plans and procedures Lists of regular and auxiliary personnel

Records required to restore day-to-day city operations may include the following categories.       

(3)

Constitutions and charters Statutes Ordinances Resolutions Court records Official proceedings Financial records Records necessary for the protection of rights and interests of individuals and government, which may include the following categories.

   

Vital statistics recorded by the City Clerk Land and tax records License registers Articles of incorporation

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Preservation Methods The first step in preserving essential city records is to identify the source, location, and which department is designated as the official record holder for this record. Vital records typically appear on an approved records retention schedule for each city department. Each department and the City Clerk typically maintain the approved records retention schedules. The schedules should be among the first documents reviewed in restoring city operations following the occurrence of a disaster. Security Measures Used to Protect Essential Records Essential city records may be protected at any point in the life cycle (e.g., from creation to final disposition). Typically, the City Clerk will assist departments in identifying and planning the appropriate method of protecting such records. The City Clerk will determine the appropriate method of managing the essential records, including: (1)

Determining the appropriate time and method of protection involves many considerations, including the resources of the department and other factors unique to the department.

(2)

Acceptable methods of preserving essential records may include the following methodologies. (a)

Media – Whether to store materials as hard copy, on microfiche, computer disc, etc.

(b) Dispersal - Maintaining records in two different City facilities. (a)

Duplication - Essential records are duplicated on a scheduled basis and held for the purpose of reconstructing such records at any time, with the least amount of effort and cost.

(c)

On-site storage - Essential records are stored on-site in fire resistant containers, file cabinets, safes, vaults, and or fire rooms designed for preservation of vital records.

(d) Off-site storage: Stored off-site in facilities specifically designed to preserve and make available such records when needed. These may be commercial sites. (3) Current Storage Facilities (a)

The City Manager and City Clerk are aware of the off-site storage location.

(b) Typically, the City Clerk is storing all official records and vital statistics, which may include the following records.   

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City Council and successors City Personnel City Attorney

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 (c)

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Law Enforcement

As departments create records, documents considered essential City records will be identified and preserved by the methods indicated above. Records from other departments are to be backed-up and stored off site as determined by the City Clerk.

(4) City Archives: (a)

The City has also established a City Archives for the preservation and permanent retention of documents and information of historic value. i.

The Archive is not specifically designed to store essential City records, but it does contain records that may serve the following areas.  Protect the rights of individuals and government  Document the development of the City, it's organizational structure and decisions made by it's governing body

ii.

Such records may, therefore, be used to restore City operations following disasters by documenting actions of the governing body and from other information contained in the Archives.

(b) The City Archive includes, but is not limited to the back up tapes on the computer network managed by Information Technology staff. (c)

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The City Clerk can advise departments and other officials as to the suitability of storing essential City records.

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Attachment 5 CONTINUITY OF GOVERNMENT Introduction A major disaster could result in great loss of life and property, including the death or injury of key government officials, the partial or complete destruction of established seats of government, and the destruction of public and private records essential to continued operations of government and industry. During the reconstruction period, law and order must be preserved and, so far as possible, government services must be maintained. This can best be done by civil government. To this end, it is particularly essential that the local units of government continue to function. Applicable portions of the California Government Code and the State Constitution provide authority for the continuity and preservation of state and local government. Responsibilities Government at all levels is responsible for providing continuity of effective leadership and authority, direction of emergency operations, and management of recovery. Preservation Of Local Government Succession of Local Officials Sections 8635 through 8643 of the Government Code: 1)

Furnish a means by which the continued functioning of political subdivisions can be assured by providing for the preservation and continuation of (city and county) government in the event of an enemy attack, or in the event a State of Emergency or Local Emergency is a matter of statewide concern.

2)

Authorize political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.

3)

Authorize governing bodies to designate and appoint three standby officers for each member of the governing body and for the Chief Executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed. Standby officers take the same oath as regular officers and are designated Nos. 1, 2, and 3 as the case may be.

4)

Authorize standby officers to report ready for duty in the event of a State of War Emergency, State of Emergency, or Local Emergency at the place previously designated.

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Authorize local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency, or Local Emergency exists, and at a place not within the political subdivision. Authorize that, should all members, including all standbys, be unavailable, temporary officers shall be appointed as follows: 

By the Chairman of the Board of the county in which the political subdivision is located, or

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By the Chairman of the Board of any other county within 150 miles (nearest and most populated down to farthest and least populated), or

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By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated).

Suspensions and Appointments Section 8621 of the Government Code specifies that during a State of War Emergency, in the event that any officer of a political subdivision or employee of a state agency refuses or willfully neglects to obey an order or emergency regulation, the Governor may suspend that person and designate a replacement.

Standby Officers For The Local Governing Body Lines of Succession and Alternate Officials The City of Vallejo City Council members are allowed to identify up to three alternates in the event as an individual they cannot respond and fulfill their duties as an elected official. Temporary Seat of Government The temporary seat of government in the event the normal location is not available because of emergency conditions will be determined and announced according to Brown Act requirements. References 

Continuity of Government in California (Article IV, Section 21 of the State Constitution).

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Preservation of Local Government (Article 15 of the California Emergency Services Act).

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Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of the Government Code).

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Temporary County Seats (Section 23600, Title 3, Division 1, Chapter 4, Article 1 of the Government Code).

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Members of the Legislature (Section 9004, Title 2, Division 2, Part 1, Chapter 1.5, Article 1 of the Government Code).

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Legislative Session after War or Enemy-Caused Disaster (Sections 9035- 9038, Title 2, Division 2, Part 1, Chapter 1.5, Article 2.5 of the Government Code).

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Succession to the office of Governor (Article V, Section 10 of the State Constitution).

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Succession to the Office of Governor (Sections 12058-12063, Title 2, Division 3, Part 2, Chapter 1, Articles 5.5 and 6 of the Government Code).

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Succession to Constitutional Offices (Sections 12700-12704, Title 2, Division 3, Part 2, Chapter 7 of the Government Code).

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Preservation of State Records (Sections 14745-14750, Title 2, Division 3, Part 5.5, Chapter 5, Articles 2 and 3 of the Government Code).

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Attachment 6 Hazards Summary The City of Vallejo is responsible to and will plan to create its own Local Hazard Mitigation Plan in accordance with the Disaster Mitigation Action of 2000. The Local Multi-Hazard Mitigation Plan is required for mitigation grants and activities and more frequently requested as part of the recovery assistance by the Federal Emergency Management Agency post disaster. The following information was prepared for and documented in the Solano County Local Multi-Hazard Mitigation Plan. The plan was funded by Solano County and organized by Michael Baker, Inc. This information was replicated here for two reasons: reduce conflicts with existing and approved county materials; and to provide information on surrounding jurisdictions that could impact the City of Vallejo. The information is presented here to illustrate the impacts that both natural and human-caused emergencies can impact the City and are considered in the development of this plan. In addition the Vallejo Sanitation and Flood Control District (VSFCD) completed its own Local Hazard Mitigation Plan. The plan details the flooding impacts in Vallejo. Introduction Natural disasters in the past have caused significant damage to property and infrastructure, as well as loss of life. These damages and losses have taken a toll economically, psychologically, and financially on communities in the response and recovery processes. The Solano County Multi-Hazard Mitigation Plan (MHMP) is an effort undertaken by the County to mitigation the effects of natural hazards and plan for resiliency in the future that respects the character and needs of the people who live and work in Solano County. Over the past 60 years, Solano County has experienced numerous natural disasters. Since 1950, 16 federally declared disasters have occurred, including:  One each of the following hazard events: coastal storm, earthquake, snow storm, and wildfire;  Five severe storm events; and  Seven flooding events. The California Emergency Management Agency’s (Cal EMA) Emergency and Disaster Proclamations/Executive Orders lists the 2006 severe storm and the 2009 drought events as affecting Solano County. According to the 2010 ABAG Local Hazard Mitigation Plan (LHMP) between 1950 and 1982, one drought, heavy rain, and wildfire events, two flood and severe storm events have damaged infrastructure in Solano County. Geography The City of Vallejo is located in Solano County which is located in the San Francisco Bay Area of California and extends from the shores of San Pablo Bay in the west to the Central Valley in the east. It is bounded by Yolo County to the north, Sacramento County to the east, Contra Costa County to the south, and Napa and Sonoma Counties to the west. The County encompasses approximately 909 square miles (582,233 acres), consisting of 810 square miles of land and 84 square miles of water

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bodies. Approximately 762 square miles (487,767 acres), or 84 percent of the total land area, is located within the unincorporated areas of the County, with the remaining land area comprising the seven incorporated cities of Solano County. There are numerous transportation routes and transit providers/facilities throughout Solano County, including City of Vallejo. Regional access routes in Solano County include I-80, I-505, I-680, and I-780, and State Routes (SRs) 12, 29, 37, 84, and 113. Solano County is served by several transit agencies, including Benicia Breeze, Fairfield Suisun Transit, Rio Vista Delta Breeze, Vacaville City Coach, and Vallejo Transit, which operates the Baylink Ferry from Solano County to San Francisco. Throughout Solano County, Amtrak and Greyhound bus lines provide long-distance inter-city service. In addition, transit routes connect with Bay Area Rapid Transit (BART) stations in Contra Costa County and transit links are provided to Napa, Sacramento, and Yolo Counties. Public aviation airports in Solano County include the Nut Tree Airport and Rio Vista Municipal Airport. A private airport is located at Travis Air Force Base (AFB). Topography Solano County is divided into two topographic areas. The western area of the County extends into the foothills of the coastal range and is characterized by steep slopes, which become gentler rolling in the eastern area. Prominent topographic features include Vaca Mountains and Montezuma Hills. The Vaca Mountains includes Mount Vaca, the highest point in the County, with an elevation of 2,819 feet. The Montezuma Hills are a series of high formations located at the southeast corner of the County, with moderate slopes ranging from five to thirty percent. The remainder of the County is part of the Sacramento Valley. This area can be characterized as relatively flat, with some isolated areas of low rolling hills. Over 60 percent of the County is below an elevation of 100 feet with slopes ranging from zero to fifteen percent. A significant topographical feature in Solano County includes the Suisun Marsh, with an area of more than 30 square miles (Solano County 2008). Located at the southern boundary of the County, Suisun Marsh constitutes the lowest areas, with most of the marsh at or near sea level. Climate Climate influences the occurrences of natural hazards; extreme climate conditions can result in drought, flooding, landslides, severe weather, and wildfires. Solano County has a mild climate, with an average annual temperature of 60° and an average rainfall of 28 inches. Wind conditions vary throughout the County depending on the location and topographical area. During wildfire season, typically from May through November, Solano County is subject to periods of Diablo winds. These winds bring high temperatures, gusting winds, and low humidity to Solano County. Socioeconomic Factors Understanding these socioeconomic factors is imperative to determining the potential impacts a natural hazard event can have on the City’s population and economy.

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Population According to the U.S. 2010 Census Data, Solano County’s total population was 413,344; 18,834 people (4.5% of Solano County’s total population) reside in the unincorporated areas of the County. Between 2000 and 2010, the total population across the County has grown by 4.55 percent; however, the unincorporated areas of the County have experienced a 2.59 percent decrease in population. Hazard Priorities Using a Hazard Prioritization matrix and ranking input gained through Solano County Planning Committee meetings, the Planning Team agreed upon and prioritized the ten natural hazards that have the most perceived significant impacts to Solano County: 1. Wildfire 5. Landslides 2. Flooding 6. Dam Failure 3. Earthquake 7. Drought 4. Severe Weather 8. Climate Change/Sea Level Rise The hazards listed above, are profiled individually in the County of Solano LHMP. The hazard profiles provide a baseline for the Vulnerability Assessment, where the vulnerability is quantified in terms of population and assets affected for each of the priority hazards. They are listed below in order with a description of the potential impacts. Wildland Fire As defined in the California Fire Protection (CAL FIRE) 2010 Strategic Fire Plan, a wildfire event is an unwanted wildland fire including unauthorized human-caused fires, escaped wildfire use events, escaped prescribed wildfire projects, and all other wildfires. Wildfire hazard is a significant and recurrent threat in Solano County and has the potential to enter into the City of Vallejo and destroy buildings, cause damage to vital infrastructure, injure people, and can result in loss of life, agricultural land, and animals. As described in the 2008 Solano County General Plan, wildfires pose the greatest danger in the unincorporated areas of the County. Wildfire season commences in early spring through late fall every year during the hotter, dryer months. Topography, weather, and vegetation provide the ingredients for destructive wildfires that can spread rapidly throughout the County. In Solano County, development activities within wildfire hazard areas have exacerbated the risk by placing people into these areas. This action has disrupted natural wildfire processes, and allowed the buildup of flammable brush and vegetation. Such development has also moved the urban wildland interface (the area where human development meets undeveloped wildland) closer to higher-risk, wildfire hazard areas, increasing the number of people and buildings at risk. Flood Flood reduction, prevention, and mitigation is a major challenge to Solano County residents and floodplain managers alike. Many areas of Solano County are vulnerable at risk to flooding, especially property near drainage channels and large bodies of water. Due to heavy seasonal rainfall, flat

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terrain, and the wide network of canal and levee systems, flooding issues can be difficult to overcome. A majority of county flood prone properties are specifically subject to inundation as a result of heavy rainfall and resulting stream and drainage canal overflows. Localized flooding associated with creek or stream overflow occurs in Solano County when rainfall runoff volumes exceed the design capacity of drainage facilities, or a lack of flood control structures in place, or maintenance in drainage areas which causes pinch points in flood control structures. Heavy seasonal rainfall, which typically occurs during December, January through February often results in stream overflows. Flood risk is intensified in the lower stream reaches by the likelihood of coincident high tides and strong offshore winds during heavy rainfall, especially near southern portions of the county near the Delta and reaches along the Sacramento River. A number of areas in the unincorporated County have a long history of seasonal flooding, often resulting in significant damage. Localized and regional flooding in Solano County has been a continuous occurrence dating back to 1862 when “The Great Flood” in Davis, Rio Vista, Elmira, and Dixon wiped out the entire area. Major Disaster Declarations at the Federal level have occurred 13 times as a result of major regional flooding caused by severe storms and heavy rains in California. State Emergency Disaster Proclamations for flood damage as result of severe storm and heavy rains have been declared 6 times from 1950 to present. In addition to the declared disasters within Solano County, the computer aided dispatch information was used to develop a list of flooding events by year. Flooding in December of 2005 and January of 2006 generated large call volumes across the entire unincorporated county. Data from the Solano County Computer-Aided Dispatch System has recorded approximately 14 different flood incidents from 2001 to 2011. Winter storms in December of 2005 and January of 2006 caused flood damage to approximately 121 different properties in unincorporated Solano County. Total damage estimated by the county was in excess of $4 million dollars. Some residents had over 3 feet of flood water enter areas of their home. Septic tanks were flooded and some residents experienced contamination issues with their drinking wells. Eleven permits for repair were issued by the county as a result of the 2005-06 winter storms and resulting flood waters. There are 34 watershed basins that extend across Solano County, many of which have inherent flood risk due to manmade and natural features within each floodway. A majority of the flood risk within Solano County is specifically subject to inundation as a result of heavy rainfall and resulting stream and drainage canal overflows. In the unincorporated portions of Solano County, a majority of flood risk is located near the drainage canals that are used to collect local runoff, and areas close to regional watershed floodways such as the Sacramento River. The extent of flooding associated with a 1-percent annual probability of occurrence (the base flood or 100-year flood) is used as the regulatory boundary by many agencies, and helps identify the location and extent of flooding in areas across Solano County. This area is also referred to as the SFHA, and is a convenient tool for assessing vulnerability and risk in flood-prone communities3. 100-year and 500-year floodplain zones, which are estimated inundation areas based on a flood that has a 1-percent (100-year) and 2percent (500-year) chance of occurring in any given year. Solano County contains over 246,000 acres of identified flood hazard areas. The Vallejo Sanitation and Flood Control District (VSFCD) completed its own Local Hazard Mitigation Plan. The plan provides more details on the flooding impacts in Vallejo.

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Earthquake An earthquake is both the sudden slip on an active fault and the resulting shaking and radiated seismic energy caused by the slip (USGS 2009). The majority of major active faults in Solano County are strike-slip faults. For this type of fault, during an earthquake event, one side of a fault line slides past the other. The rupture from this type of fault extends almost vertically into the ground. Earthquakes are a significant concern to Solano County. Solano County is seismically active since it is situated on the boundary between two tectonic plates. Solano County is on the North American Plate. A number of active faults cross Solano County into the surrounding San Francisco Bay Area. Earthquakes can cause serious structural damage to buildings, overlying aqueducts, transportation facilities, utilities, and can lead to loss of life. Seismic shaking is by far the single greatest cause of damage from an earthquake in Solano County, followed by liquefaction. In addition, earthquakes can cause collateral emergencies including dam and levee failures, fires, and landslides. Fault zones are areas surrounding active faults, where future movement is likely to occur. It is in these zones where the majority of earthquakes originate. The 2008 Solano County GP identifies active faults within the County. These faults include the Concord Fault, Cordelia Fault Zone, Green Valley Fault, Kirby Hills Fault, Mare Island Strait, Montezuma Hills Fault, Vaca Fault, and an unnamed fault. Traces of the Franklin and Southampton faults run directly through the City of Vallejo. Additionally, ABAG identified other active faults within the San Francisco Bay Area with the potential to affect Solano County. These include the Calaveras Fault, Hayward Fault, Mount Diablo Thrust Fault, Rodgers Creek Fault, San Andreas Fault, and San Gregorio Fault. According to the 2008 Solano County GP, recent efforts by the County to recharge the water table have been successful, but they have produced the unforeseen consequence of increasing liquefaction potential in the central and eastern portions of the County. For Solano County, active faults which could have the largest impact on the County if an earthquake event occurred include the Hayward North/Rodgers Creek and Concord/Green Valley North/South Fault. The Hayward North/Rodgers Creek Fault is capable of generating significantly destructive earthquakes in Solano County. This strike-slip fault is approximately 74 miles (119 km) in length and is situated along the western base of the hills on the east side of the San Francisco Bay Area. The Concord/Green Valley North/South Fault has the potential to cause either a major or small earthquake event to the northwest and southeast of Suisun Bay, in Solano County. The most common method for measuring earthquakes is magnitude, which measures the strengths of earthquake. Although the Richter scale is known as the measurement for magnitude, the majority of scientists currently use either the Mw Scale or Modified Mercalli Intensity (MMI) Scale. The effects of an earthquake in a particular location are measured by intensity. Earthquake intensity decreases with increasing distance from the epicenter of the earthquake. The magnitude of an earthquake is related to the total area of the fault that ruptured, as well as the amount of offset (displacement) across the fault. There are seven earthquake magnitude classes, ranging from great to micro. A magnitude class of great can cause tremendous damage to infrastructure in Solano County, compared to a micro class, which results in minor damage to infrastructure. While earthquakes occur less frequently than other primary natural hazard events, they have accounted for the greatest combined losses (deaths, injuries, and damage costs) in disasters since 1950 in California and have the greatest catastrophic disaster potential (Cal EMA 2010). Earthquakes

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over a magnitude of 6.0 affecting the San Francisco Bay Area in the last 160 years have occurred on average of once every seven years. The USGS estimates that the probability of an earthquake occurring between 2007 and 2036 in the San Francisco Bay Region with a magnitude of 6.7 or greater is 63 percent. A Hayward North/Rodgers Creek Fault earthquake event with a magnitude of 6.7 or greater has a probability of 31 percent between 2006 and 2007. At 3 percent change within the next 30 years, the Concord/Green Valley North/South Fault in Solano County has a lower probability of occurring. Severe Weather Severe weather is any destructive weather event, which has the potential to damage property or cause loss of life. Additionally, excessive localized precipitation over a short period of time may result in related flash floods threatening life and property. Severe weather is generally any destructive weather event, but usually occurs in the Solano County as localized storms that bring heavy rain, hail, lightning, and strong winds. A few instances of extreme heat have been recorded; however, winter storms are a major part of the severe weather hazard profile documented in this section. Severe weather affects all areas of Solano County as the particular hazard has no geographical boundaries. Throughout the unincorporated areas of the County, there are slight variations in the average amount of rainfall received due to terrain differences. Since 1950, 11 federally declared major severe weather events have occurred in Solano County. These events include: one coastal storm, one snow event, and five severe storm events. According to Cal OES Emergency and Disaster Proclamations Executive Orders (November 2003 to present), one severe storm event occurred in Solano County in 2006. The 2010 ABAG LHMP Update lists one heavy rain and two severe storm events occurring in Solano County between 1957 and 1982. Solano County experiences what climatologists classify as a Mediterranean type of climate. This climate regime is typified by nearly 90 percent of the annual precipitation occurring a relatively narrow window of about 16 weeks. The most severe storms occur during the late fall to early spring. The climate pattern, coupled with the onshore flow of warm, moist Pacific air during the winter, can generate severe and prolonged periods of heavy rain. Solano County experiences periods of heavy rains on an annual recurring basis. Some of these severe winter storms may also contain embedded thunderstorms. Thunderstorms are typically few in number and are more likely to appear in the spring or late fall. Though difficult to capture magnitude and severity of severe storms in a generalized region, two data sources can be used to develop a general sense of the magnitude and severity of severe storms within Solano County. Data from both Spatial Hazard Events and Losses Database for the United States (SHELDUS) and the National Climatic Data Center (NCDC) Storm Events Database can be used develop the big picture. Severe weather will continue to occur annually throughout Solano County. The frequency and probability of future occurrences is highly likely. Due to past existing weather patterns and global warming, increases in the probability of future occurrences of severe weather events in unincorporated areas of the County are anticipated.

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Landslides Landslides occur when the force pulling the material on the slope in a downward direction under gravitational influence exceeds the strength of the earth materials that compose the slope (USGS 2004). These materials may move by falling, toppling, sliding, spreading, and/or flowing. Strength of rock and soil, steepness of slope, and weight of the hillside material all play an important role in the stability of hillside areas. Weathering and absorption of water can weaken slopes, while the added weight of saturated materials or overlying construction can increase the chances of slope failure. Sudden failure can be triggered by earthquake shaking, excavation of weak slopes, and heavy rainfall. Landslides are primarily associated with mountainous regions. Additionally, landslides can occur in areas of low relief. There are 453 square kilometers (sq. km) of land area in Solano County with slopes equal to or greater than 17 percent (10 degrees) (Crovelli 2008). Landslides can occur due to geological, morphological, or human causes. These include weak and sheared materials, thawing, shrink swell, and deforestation. The majority of Solano County landslides are moderate to slow moving (Carl M. Wentworth 1997). Landslides often accompany other natural hazard events, such as earthquakes, flooding, and wildfire. The majority of landslides in the unincorporated areas of Solano County occur during the late fall and early spring seasons. Landslides are typically caused by severe weather events in the County. No officially federally declared landslide event has occurred in Solano County. During the fallthroughspring rainy seasons of 1968–69, 1972–73, 1981–82, and 1997–98, landslides were widespread throughout Solano County. From 1968 to 2007, 51 recorded historical damaging landslide events have occurred in Solano County. Additionally in 2006, a mudslide event occurred in Solano County affecting Clayton Road, Gibson Canyon, and Lynch Canyon. According to the Solano County Computer-Aided Dispatch (CAD) Incident Data, 2001 to 2011, this mudslide event received three calls/instances from Solano County residents and was caused by a severe weather event. Landslides regularly occur in areas with moderate to steep slopes in the unincorporated areas of Solano County. The majority of landslide events are associated with periods of sustained above average precipitation and/or snowmelts. The steepest slopes are found in the southeast and western portions of the County. Landslides largely occur in the western hilly areas of the County. The probability of futures landslide events occurring in the unincorporated areas of Solano County is likely. It is estimated that the mean number of future damaging landslide events in Solano County is approximately one event per year. Mismanaged intense residential and recreational development in sloped areas could increase the frequency of landslides occurring in the County. Dam Failure A dam failure is usually the result of neglect, poor design, and/or structural damage caused by a major event such as an earthquake. When a dam failure occurs, a gigantic quantity of water is suddenly released, destroying infrastructure and flooding the area downstream of the dam (ABAG 2011). Dams are man-made structures built for a variety of uses. Uses include agriculture, flood protection, power generation, recreation, and water supply. Dam failure can occur with little

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warning. As outlined by FEMA, dam failure can occur due to one or a combination of the following reasons:  Overtopping caused by floods that exceed the capacity of the dam.  Deliberate acts of sabotage to the dam.  Structural failure of materials used in dam construction.  Movement and/or failure of the foundation supporting the dam.  Settlement and cracking of concrete in the dam.  Piping and internal erosion of soil in the dams.  Inadequate maintenance and upkeep of the dam A dam failure event has never occurred in Solano County. One dam failure event, which had potential to affect Solano County, was the failure of a Folsom Dam spillway gate. In July 17, 1995, nearly 40 percent of Folsom Lake drained before the spillway could be repaired. Nearly 40,000 cubic feet (1,100m3) flowed through the broken gate. The United States Bureau of Reclamation (USBOR) attributed the failure to a design flaw. For the City of Vallejo the potential for damage was along the Sacramento River as it rose from the increased flows. According to data provided by the NID, there are 22 dams in Solano County. Of the 22 dams identified, eight are classified as are rated High Hazard, ten as Significant Hazard, and four as Low Hazard. Four of the High Hazard dams would impact the City of Vallejo, and include Fleming Hill, Lake Chabot, Summit Reservoir, and Swanzy Lake. In addition to dams in Solano County, there are six dams identified in the NID, which have potential inundation impacts on the County in the event of a dam failure from structures located in Calaveras, Napa, Sacramento, Tuolumne, and Yolo Counties.

For each dam included in the NID, inundation maps are prepared. Inundation maps were developed using engineering hydrology principals. They represent the best estimate of where the water would flow if the dam completely failed with a full reservoir. Inundation pathways are based on emptying the reservoir and do not include run-off from severe weather events. Inundation areas within the unincorporated areas of Solano County are comprised of 125,523 acres (28.3% of total unincorporated area). No quantitative information exists for a dam failure in Solano County. When a dam is recognized to have a potential failure, the water level is reduced to allow for a reduction in water pressure and volume behind the dam. This reduction of water level is required by the DSOD and by safety protocols established by each dam owner (ABAG 2011). Drought Drought is a normal, recurrent feature of climate. It occurs almost everywhere, although its features vary from region to region. Drought severity depends on numerous factors, including duration, intensity, and geographic extent, as well as regional water supply demands by humans and vegetation. The severity of drought can be aggravated by other climatic factors, such as prolonged high winds and low relative humidity.

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Drought originates from a deficiency of precipitation over an extended period, usually one or more seasons. Drought can result in a water shortage for some activity, group, or environmental sector. Drought is a complex natural hazard, which is reflected in the following four definitions commonly used to describe it:  Agricultural – drought is defined principally in terms of naturally occurring soil moisture deficiencies relative to water demands of plant life, usually arid crops.  Hydrological – drought is related to the effects of precipitation shortfalls on stream flows and reservoir, lake, and groundwater levels.  Meteorological – drought is defined solely on the degree of dryness, expressed as a departure of actual precipitation from an expected average or normal amount based on monthly, seasonal, or annual time scales.  Socioeconomic – drought associates the supply and demand of economic goods or services with elements of meteorological, hydrologic, and agricultural drought. Socioeconomic drought occurs when the demand for water exceeds the supply as a result of weather-related supply shortfall. It may also be called a water management drought. Although climate is a primary contributor to hydrological drought, other factors such as changes in land use (e.g., deforestation), land degradation, and the construction of dams all affect the hydrological characteristics of the basin. Since regions are interconnected by hydrologic systems, the impact of meteorological drought may extend well beyond the borders of the precipitation-deficient area. Similarly, changes in land use upstream may alter hydrologic characteristics such as infiltration and runoff rates, resulting in more variable streamflow and a higher incidence of hydrologic drought downstream. Land use change is one of the ways human actions alter the frequency of water shortage even when no change in the frequency of meteorological drought has been observed. The 2010 California State MHMP states that from 1950 to 2009, there have been eight-drought State Emergency Proclamations in California. Through 2007, Cal EMA’s administered costs due to drought total $2,686,858,480. Specifically for Solano County, there have been five drought events since 1896. Previous occurrences of drought are described as follows:  1896 to 1900: A four-year drought occurred in the Vaca Valley area of Solano County. Within two years, fruit production in this area dropped by more than 50%  1975 to 1977: The two driest years (1976 and 1977) in the State of California’s history resulted in severe drought conditions in Solano County. The drought was declared an Emergency (FEMA-EM-3023) on January 20, 1977 and a State disaster in Solano County in February 1976. Total crop damages statewide totally $2.67 billion dollars for both years ($888.5 million in 1976 and $1.8 billion in 1977).  1991: A drought emergency was declared for Solano County. The US Department of Agriculture (USDA) provided $995 million for crop losses in 1990-1991 nationwide, and an additional $775 million in emergency funds for 1990-1992 crop losses.  2004: The Small Business Administration (SBA) declared an Economic Injury Disaster in Solano County (Declaration #10073) for drought conditions, which occurred March 1 through September 23, 2004. Small, non-farm businesses in Solano County were able to apply for Economic Injury Disaster Loans to cover working capital needs. The declaration covered the impact of reduced revenue caused by the drought. These loans were available

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to offset the economic losses caused by reduced revenue from farmers and ranchers whose crop production suffered. 2006 to 2009: A California State-declared three-year drought of below-average rainfall, low snowmelt runoff, and the largest court-ordered water restricting in state’s history. The dry conditions damaged crops, deteriorated water quality, and caused extreme wildfire danger. Approximately $300 million in agricultural revenue loss, and a potential $3 billion in economic losses over time. Additional information about previous occurrences of droughts in California (in general) can be obtained from the California DWR at the following website: http://www.water.ca.gov/drought/assist/archive.cfm

Drought can affect the entire San Francisco Bay Area. Shortages in precipitation in the Sierra Nevada’s can have a more pronounced impact on water supply in Solano County than a drought in the San Francisco Bay Area. This is due to Solano County’s reliance on the region’s water supply from the Tuolumne and Mokelumne watersheds. Drought has no defined geographical boundaries and cannot be depicted in map form. As such, all of Solano County is subject to drought. The magnitude of drought is usually measured in time and the severity of the hydrologic deficit. There are several resources available to evaluate drought status and estimate future expected conditions. The National Integrated Drought Information System (NIDIS) Act of 2006 (Public Law 109-430) prescribes an interagency approach for drought monitoring, forecasting, and early warning. The NIDIS maintains the U.S. Drought Portal (www.drought.gov) which is a web-based access point to several drought related resources. Resources include the U.S. Drought Monitor (USDM) and the U.S. Seasonal Drought Outlook (USSDO).

Climate Change/Sea Level Rise Climate change refers to any distinct change in measures of climate lasting for a long period of time, more specifically major changes in temperature, rainfall, snow, or wind patterns. Climate change may be limited to a specific region, or may occur across the whole Earth. Climate change may result from:  Natural factors (e.g., changes in the Sun’s energy or slow changes in the Earth’s orbit around the  Sun);  Natural processes within the climate system (e.g., changes in ocean circulation); and  Human activities that change the atmosphere’s make-up (e.g., burning fossil fuels) and the land surface (e.g., cutting down forests, planting trees, building developments in cities and suburbs, etc.). The effects of climate change are varied: warmer and more varied weather patterns, melting ice caps, and poor air quality, for example. As a result, climate change impacts a number of natural hazards, including wildfires, floods, drought, and levee failure. One hazard that affects flooding but is also considered a hazard all its own is sea level rise, which affects communities along the ocean, Bay, and Delta in the San Francisco Bay Area. Sea level rise has the potential to inundate homes, businesses, and infrastructure located near the shorelines, as well as cause erosion of coastal lands over time.

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Solano County has developed the Sea Level Rise Strategic Program (SLRSP), adopted by the Board of Supervisors on June 7, 2011, to address climate changes and associated sea level rise at the local level. The SLRSP, prepared in coordination with the San Francisco Bay Conservation and Development Commission (BCDC) and the Bay Delta Authority, addresses three primary objectives as outlined in the County’s 2008 General Plan (Program HS.I-1): 1. Investigate the potential effects of sea level rise on Solano County 2. Identify properties and resources susceptible to sea level rise in order to prioritize management strategies 3. Develop protection and adaptation strategies to meet the County’s and region’s goals. The SLRSP provides an overview and risk assessment describing how climate change and associated sea level rise could affect Solano County, outlines possible sea level rise scenarios and associated effects to raise awareness of this issue, and allow for effective, cost-efficient and timely land use planning and adaptation. Climate change has never been directly responsible for any declared disasters. Past flooding, wildfire, levee failure, and drought disasters may have been exacerbated by climate change, but it is impossible to make direct connections to individual disasters. In addition, unlike earthquake and floods that occur over a finite time period, climate change is an on-going hazard the effects of which some are already experiencing. Other effects may not be seriously experienced for decades, or may be avoided altogether by mitigation actions taken today. Historic records show that sea level in the San Francisco Bay has risen by as much as seven inches in the past century. Water level measurements from the San Francisco tidal gage (CA Station ID: 9414290) indicate that mean sea level rose eight inches in the last century (from 1897 to 2006). Similarly, water level measurements from the tidal gage at Port Chicago (CA Station ID: 9415144) show an increase in mean sea level of 2.08 millimeters a year, which is equivalent to a change of 8.6 inches in 100 years. The SLRSP includes a short-term and long-term scenario and respective SLR planning areas, and assesses the vulnerability of the County using 16 inches of sea level rise in 2050 and 55 inches in 2100 to be consistent with other State planning efforts. According to the ABAG 2010 Local Hazard Mitigation Plan (LHMP), climate change is one of the few natural hazards where the probability of occurrence is influenced by human action. In addition, unlike earthquake and floods that occur over a finite time period, climate change is an on-going hazard with effects already experienced by some. The ABAG LHMP cites scientific forecasts for global warming and climate change. At constant year 2000 greenhouse gas emission levels, the average global surface temperature would rise between 0.3 and 0.0 degrees Centigrade by the end of the century. The average global surface temperature would rise between 2.4 and 6.4 degrees Centigrade under the most extreme scenario of continued increase in greenhouse gas emission. As stated in the SLRSP, sea levels are expected to continue to rise and the rate of increase will likely accelerate as the earth continues to warm and the melting of ice sheets increases.

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Attachment 7 ACRONYMS AND DEFINITIONS AAR ALS AMS ANSIR ARAC ARC ARG ARS ATC ATC-20-2 ATSD(CS) BDC BLS CALCORD CalTrans CATS CASSDA CBIAC CBRNE CCP CCR CDC CDHS CDRG CEPPO CERCLA (“Superfund”) CGC CHEMTREC CHPPM CIAO CIRG CISD CJCS CLETS CM CMU CPC CRDA CRU CSREES CST

After Action Report Advanced Life Support Aerial Measuring System Awareness of National Security Issues and Response Program Atmospheric Release Advisory Capability American Red Cross Accident Response Group Agriculture Research Service Air Traffic Control Applied Technology Council (20-2 refers to the training course for building inspectors) Assistant to the Secretary of Defense for Civil Support Bomb Data Center Basic Life Support California Coordination (radio frequency) California Department of Transportation Consequence Assessment Tool Set California Swiss Search Dog Association Chemical and Biological Defense Information and Analysis Center Chemical, Biological, Radiological, Nuclear, or High-Yield Explosive Casualty Collection Point California Code of Regulations Centers for Disease Control and Prevention California Department of Health Services Catastrophic Disaster Response Group Chemical Emergency Preparedness and Prevention Office Comprehensive Environmental Response, Compensation, and Liability Act California Government Code Chemical Transportation Emergency Center Center for Health Promotion and Preventive Medicine Critical Infrastructure Assurance Office Critical Incident Response Group Critical Incident Stress Debriefing Chairman of the Joint Chiefs of Staff California Law Enforcement Teletype System Consequence Management Crisis Management Unit (CIRG) California Penal Code CA Rescue Dog Association Crisis Response Unit Cooperative State Research, Education, and Extension Service Civil Support Teams

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CW/CBD DAT DEST DFO DHS DMAT DMCR DMORT DOD DOE DOJ DPP DPW DTCTPS DTIC DSW DWI EAP EAS EBS ECA EDIS EM EMAC EMI EMS EMSA EOC EOP EPI EPA EPCRA ERT ERT-A ERTU ESA ESF EST EU FAR FBI FEMA FEST FNS FRERP FRMAC FRP

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Chemical Warfare/Contraband Detection Disaster Assistance Teams Domestic Emergency Support Team Disaster Field Office Department of Homeland Security Disaster Medical Assistance Team Disaster Management Central Resource Disaster Mortuary Team Department of Defense Department of Energy Department of Justice Domestic Preparedness Program Department of Public Services Domestic Terrorism/Counter Terrorism Planning Section (FBI HQ) Defense Technical Information Center Disaster Service Workers Disaster Welfare Inquiry EOC Action Plan Emergency Alert System Emergency Broadcast System Emergency Communications Area Emergency Digital Information System Emergency Management Emergency Management Assistance Compact Emergency Management Institute Emergency Medical Services Emergency Medical Services Authority Emergency Operations Center Emergency Operations Plan Emergency Public Information Environmental Protection Agency Emergency Planning and Community Right-to-Know Act Emergency Response Team (FBI) Emergency Response Team – Advance Element Evidence Response Team Unit Emergency Services Act (California) Emergency Support Function Emergency Support Team Explosives Unit Federal Aviation/Administration Regulation Federal Bureau of Investigation Federal Emergency Management Agency Foreign Emergency Support Team Food and Nutrition Service Federal Radiological Emergency Response Plan Federal Radiological Monitoring and Assessment Center Federal Response Plan

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FS GIS HazMat HEPA HHS HMRU HQ HRT HTIS IAP IC ICS ICP IND IST JCAHO JIC JOC JTF-CS LAC LEPC LFA LLNL LP MACS MCI MEDC MERS MMRS MOA MSA MSCA NAWAS NAP NBC NCP NDA NDMS NEST NETC NFA NIPC NMRT NRC NRT NSC NTIS

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Forest Service Geographic Information System Hazardous Material(s) High-Efficiency Particulate Air Department of Health and Human Services Hazardous Materials Response Unit Headquarters Hostage Rescue Team (CIRG) Hazardous Technical Information Services (DoD) Incident Action Plan Incident Commander Incident Command System Incident Command Post Improvised Nuclear Device Incident Support Team Joint Commission on Accreditation of Healthcare Organizations Joint Information Center Joint Operations Center Joint Task Force for Civil Support Local Assistance Center Local Emergency Planning Committee Lead Federal Agency Lawrence Livermore National Laboratory Local Provider Multi-Agency Coordination System Multi-Casualty Incident OM Medical Command Mobile Emergency Response Support Metropolitan Medical Response System Memorandum of Agreement Multi-purpose Staging Areas Military Support to Civil Authorities National Warning System Nuclear Assessment Program Nuclear, Biological, and Chemical National Oil and Hazardous Substances Pollution Contingency Plan National Defense Area National Disaster Medical System Nuclear Emergency Search Team National Emergency Training Center National Fire Academy National Infrastructure Protection Center National Medical Response Team Nuclear Regulatory Commission National Response Team National Security Council National Technical Information Service

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NWS OA OASIS ODP OES OFCM OHS OIG ONP OSC OSHA PC PDD PHS PIO PL POC PPE PSAP PT RACES R&D RAP RCRA RDD REAC/TS REOC RRIS RRT SAC SARA SBCCOM SCBA SEB SEMS SERC SIOC SLG TCP TRIS UC UCS USAR USDA USFA USFS USGS

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National Weather Service (National Oceanic and Atmospheric Administration) Operational Area Operational Area Satellite Information System Office for Domestic Preparedness (DOJ) Office of Emergency Services (may be a county or state reference) Office of the Federal Coordinator for Meteorology Office of Homeland Security Office of the Inspector General (USDA) Office of National Preparedness (FEMA) On-Scene Commander Occupational Safety and Health Administration Penal Code Presidential Decision Directive Public Health Service Public Information Officer Public Law (federal) Point of Contact Personal Protective Equipment Public Safety Answering Point Preparedness, Training, and Exercises Directorate (FEMA) Radio Amateur Civil Emergency Services Research and Development Radiological Assistance Program Research Conservation and Recovery Act Radiological Dispersion Device Radiation Emergency Assistance Center – Training Site Regional Emergency Operations Center Rapid Response Information System (FEMA) Regional Response Team Special Agent in Charge (FBI) Superfund Amendments and Reauthorization Act of 1986 (also known as EPCRA) Soldier and Biological Chemical Command (U.S. Army) Self-Contained Breathing Apparatus State Emergency Board Standardized Emergency Management System State Emergency Response Commission Strategic Information and Operations Center (FBI HQ) Tribal Emergency Response Commission Terrorism Contingency Plan Toxic Release Inventory System Unified Command Unified Command System Urban Search and Rescue U.S. Department of Agriculture U.S. Fire Administration U.S. Forest Service United States Geological Survey

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VA VSFCD VOAD WOOF WMD WMD-CST

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Department of Veterans Affairs Vallejo Sanitation & Flood Control District Volunteer Organizations Active in Disasters Wilderness Finders Weapon(s) of Mass Destruction WMD Civil Support Team

NOTE on Definitions Federal definitions are adapted from federal disaster relief laws, rules, and regulations. State definitions are adapted from the California Emergency Services Act. All other definitions are based on terms developed through new operational concepts and mutually agreed to, where applicable, between the State Office of Emergency Services, various local, state, and federal agencies, and the private sector.

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AERIAL RECONNAISSANCE: An aerial assessment of the damaged area which includes gathering information on the level and extent of damage and identifying potential hazardous areas for on-site inspections. ALERT SYSTEM: The Automated Local Evaluation in Real Time System was developed by the National Weather Service to monitor river levels and warn of impending flood hazards. Additionally, the system uses real time rainfall measurements to forecast flood flows and river levels in advance. CASUALTY COLLECTION POINT (CCP): A location within a jurisdiction that is used for the assembly, triage (sorting), medical stabilization, and subsequent evacuation of casualties. It may also be used for the receipt of incoming medical resources (doctors, nurses, supplies, etc.). Preferably the site should include or be adjacent to an open area suitable for use as a helicopter pad. CORPS: United States Army Corps of Engineers. Responsible for flood fight assistance, flood recovery assistance, and dictates the Folsom Flood Storage operations. DIRECTION AND CONTROL (EMERGENCY MANAGEMENT): The provision of overall operational control and/or coordination of emergency operations at each level of the Statewide Emergency Organization, whether it be the actual direction of field forces or the coordination of joint efforts of governmental and private agencies in supporting such operations.

DISASTER ASSISTANCE CENTER (DAC): A facility jointly established by the Federal and State Coordinating Officers within or adjacent to a disaster impacted area to provide disaster victims a "onestop" service in meeting their emergency and/or rehabilitation needs. Representatives of local, state, and federal governmental agencies, private service organizations and certain representatives of the private sector will usually staff it. DISASTER SUPPORT AREA (DSA): A pre-designated facility anticipated to be at the periphery of a disaster area, where disaster relief resources (staffing and material) can be received, accommodated or stockpiled, allocated, and dispatched into the disaster area. A separate portion of the area may be used for receipt and emergency treatment of casualty evacuees arriving via short-range modes of transportation (air and ground) and for the subsequent movement of casualties by heavy, long-range aircraft, to adequate medical care facilities. DISASTER FIELD OFFICE (DFO): A central facility established by the Federal Coordinating Officer within or immediately adjacent to disaster impacted areas to be utilized as a point of coordination and control for state and federal governmental efforts to support disaster relief and recovery operations. DISASTER WELFARE INQUIRY (DWI): A service that Provides health and welfare reports about relatives and certain other individuals believed to be in a disaster area and when the disaster caused dislocation or disruption of normal communications facilities precludes normal communications. DISASTER SERVICE WORKER: Includes public employees and any unregistered person impressed into service during a State of War Emergency, a State of Emergency, or a Local Emergency by a person having authority to command the aid of citizens in the execution of his duties. It does not include any member registered as an active firefighting member of any regularly organized volunteer fire department, having

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official recognition, and full or partial support of the county, city, town or district in which such fire department is located. ECONOMIC STABILIZATION: The intended result of governmental use of direct and indirect controls to maintain and stabilize the nation's economy during emergency conditions. Direct controls include such actions as the setting or freezing of wages, prices, and rents or the direct rationing of goods. Indirect controls can be put into effect by government through use of monetary, credit, tax, or other policy measures. EMERGENCY PREPAREDNESS PHASE: This phase begins when an evaluation of the potential situation indicates it is a matter of "when" rather than "if" emergency conditions will exist. This phase has one major stage for flooding emergencies: the flood alert stage. EMERGENCY OPERATION CENTER (EOC): A facility used for the centralized direction and/or coordination of emergency operations. An effective EOC must provide adequate working space and be properly equipped to accommodate its staff, have a capability to communicate with field units and other EOCs, and provide protection commensurate with the projected risk at its location. EMERGENCY PHASE: This phase is initiated by a River Danger Stage or upon occurrence of an emergency in such force as to require extraordinary effort. A catastrophe event will automatically initiate this phase. EMERGENCY MANAGEMENT (DIRECTION AND CONTROL): The provision of overall operational control and/or coordination of emergency operations at each level of the Statewide Emergency Organization, whether it be the actual direction of field forces or the coordination of joint efforts of governmental and private agencies in supporting such operations. EMERGENCY (STATE DEFINITION): A disaster situation or condition of extreme peril to life and/or property, resulting from other than war or labor controversy, which is or is likely to be beyond local capability to control without assistance from other political entities. Also see Local Emergency & State of Emergency EMERGENCY (FEDERAL DEFINITION): Any hurricane, tornado, storm, flood, high-water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, explosion, or other catastrophe in any part of the United States which requires federal emergency assistance to supplement state and local efforts to save lives and protect public health and safety or to avert or lessen the threat of a major disaster. EMERGENCY BROADCAST SYSTEM (EBS): A system that enables the President and federal, state, and local governments to communicate with the general public through commercial broadcast stations in the event of a war-caused emergency or, in some cases, large natural disaster. EBS uses the facilities and personnel of the broadcast industry on a voluntary organized basis. It is operated by the industry under rules and regulations of the Federal Communications Commission. EMERGENCY ORGANIZATION: Civil government augmented or reinforced during an emergency by elements of the private sector, auxiliaries, volunteers, and persons impressed into service.

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EMERGENCY PERIOD: A period which begins with the recognition of an existing, developing, or impending situation that poses a potential threat to a community. It includes the warning (where applicable) and impact phase and continues until immediate and ensuing effects of the disaster no longer constitute a hazard to life or threat to property. EMERGENCY PUBLIC INFORMATION SYSTEM: The network of information officers and their staffs who operate from EPICs at all levels of government within the state. The system also includes the news media through which emergency information is released to the public. EMERGENCY PUBLIC INFORMATION (EPI): Information disseminated to the public by official sources during an emergency, using broadcast and print media. EPI includes: (1) instructions on survival and health preservation actions to take (what to do, what not to do, evacuation procedures, etc.), (2) status information on the disaster situation (number of deaths, injuries, property damage, etc.), and (3) other useful information (state/federal assistance available). EMERGENCY PLANS: Those official and approved documents which describe principles, policies, concepts of operations, methods and procedures to be applied in carrying out emergency operations or rendering mutual aid during emergencies. These plans include such elements as continuity of government, emergency functions of governmental agencies, mobilization and application of resources, mutual aid, and public information. ESSENTIAL FACILITIES: Facilities that are essential for maintaining the health, safety, and overall wellbeing of the public following a disaster (e.g., hospitals, police and fire department buildings, utility facilities, etc.). May also include buildings that have been designated for use as mass care facilities (e.g., schools, churches, etc.). EVACUATION: Moving to an area of less risk. EVACUEE: An individual who moves or is moved from a hazard area to a less hazardous area with anticipation of return when the hazard abates. EXPEDIENT SHELTER: Any shelter constructed in an emergency or crisis period on a "crash basis" by individuals, single families, or small groups of families. FEDERAL COORDINATING OFFICER (FCO) (FEDERAL DEFINITION): The person appointed by the President to coordinate federal assistance following an emergency or major disaster declaration. FEDERAL DISASTER ASSISTANCE: Provides in-kind and monetary assistance to disaster victims, state, or local government by federal agencies under the provision of the Federal Disaster Relief Act and other statutory authorities of federal agencies. FEDERAL AGENCY (FEDERAL DEFINITION): Any department, independent establishment, government corporation, or other agency of the executive branch of the federal government, including the United States Postal Service, but not including the American Red Cross. FIRST AID STATION: A location within a mass care facility or Casualty Collection Point where first aid may be administered to disaster victims.

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GOVERNOR'S AUTHORIZED REPRESENTATIVE (FEDERAL DEFINITION): The person named by the Governor in a Federal/State Agreement to execute, on behalf of the state, all necessary documents for disaster assistance, following the declaration of an Emergency or Major Disaster by the President, including certification of applications for public assistance. HAZARD AREA: A geographically identifiable area in which a specific hazard presents a potential threat to life and property. HAZARD: Any source of danger or element of risk. INCIDENT COMMAND SYSTEM (ICS): A system designed for the on-scene management of emergencies resulting from fires and other natural or man-caused emergencies. ICS can be used during serious multidisciplinary (fire, law, medical) emergencies or for operations involving a single jurisdiction with single or multi-agency involvement, or multi-jurisdiction/multi-agency involvement. INCREASED READINESS STAGE: The stage begins when conditions exist which could result in an "emergency" such as continuing and excessive rainfall, an unusually rapid snowmelt, prolonged freezing, earthquakes, uncontrolled fire, sabotage, a potential civil disturbance, or prolonged power outages. INSTITUTIONALIZED PERSONS: Persons who reside in public or private group quarters rather than households, for example, residents of hospitals, nursing homes, orphanages, colleges, universities, and correctional facilities. These residents generally lack major household possessions or transportation, or require special care and custody. LEVEE: (As defined by the National Flood Insurance Program) A man made structure, usually an earthen embankment, designed and constructed in accordance with sound engineering practices to contain, control, or divert the flow of water as to provide protection from temporary flooding. LIFELINES: Includes the infra-structure for (storage, treatment, and distribution) fuel, communication, and water and sewage systems. LIMITED MOBILITY POPULATION: operations.

Persons requiring transportation during emergency movement

LOCAL EMERGENCY (STATE DEFINITION): The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, city and county, or city, caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake or other conditions, other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and require the combined forces of political subdivisions to combat.

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MAJOR DISASTER (FEDERAL DEFINITION): Any hurricane, tornado, storm, flood, high-water, winddriven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, explosions, or other catastrophe in any part of the United States which, in the determination of the President, causes damage of sufficient severity and magnitude to warrant major disaster assistance under the Federal Disaster Relief Act, above and beyond emergency services by the Federal Government, to supplement the efforts and available resources of States, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby. MASS CARE FACILITY: A location such as a school at which temporary lodging, feeding, clothing, registration, welfare inquiry, first aid, and essential social services can be provided to disaster victims during the immediate/sustained emergency period. MASTER MUTUAL AID AGREEMENT (STATE DEFINITION): The California Disaster and Civil Defense Master Mutual Aid Agreement made and entered into by and between the State of California, its various departments and agencies, and the various political subdivisions of the state. MEDIA: Means of providing information and instructions to the public, including radio, television, and newspapers. MEDICAL SELF-HELP: The medical treatment provided for the sick and injured by citizens and emergency forces in the absence of professional care. MULTIPURPOSE STAGING AREA (MSA): A predesignated location such as a County/District Fairgrounds having large parking areas and shelter for equipment and operators, which provides a base for coordinated localized emergency operations, a rally point for mutual aid coming into an area, and a site for post-disaster population support and recovery activities. MUTUAL AID REGION (STATE DEFINITION): A subdivision of the state emergency services organization, established to facilitate coordination of mutual aid and other emergency operations within an area of the state consisting of two or more counties (operational areas). MUTUAL AID STAGING AREA: A temporary facility established by the State Office of Emergency Services within, or adjacent to, affected areas. It may be supported by mobile communications and personnel provided by field or headquarters staff from state agencies, as well as personnel from local jurisdictions throughout the state. MUTUAL AID AGREEMENT: An agreement in which two or more parties agree to furnish resources and facilities and to render services to each and every other party of the agreement to prevent and respond to any type of disaster or emergency. NFSU: National Facility Survey List NORMAL PREPAREDNESS STAGE: This phase assumes that all pre-emergency actions have been carried out by each responsible agency prior to November 1 of each year. OPERATIONAL AREA (STATE DEFINITION): An intermediate level of the state emergency services organization, consisting of a county and all political subdivisions within the county area. (Note: Use of

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the Operational Area is required during a war emergency and is locally optional during peacetime emergencies.) OTHER HAZARDOUS MATERIALS: Decontamination consists of physically removing contaminants and/or changing their chemical nature to innocuous substances. How extensive decontamination must be depends on a number of factors, the most important being the type of contaminants involved. The more harmful the contaminant, the more extensive and thorough decontamination must be. Less harmful contaminants may require less decontamination. Combining decontamination, the correct method of doffing personnel protective equipment, and the use of site work zones minimizes crosscontamination from protective clothing to wearer, equipment to personnel, and one area to another. Only general guidance can be given on methods and techniques for decontamination. The exact procedure to use must be determined after evaluating a number of factors specific to the incident. PLANNING ZONE: A subdivision of a county consisting of: 1) 2) 3) 4) 5)

a city; a city and its sphere of influence in adjacent unincorporated areas; a portion of the unincorporated area of a county; a military installation; a state facility such as a correctional institution.

Zoning simplifies the process of collecting and compiling data according to geographical location. POLITICAL SUBDIVISION (STATE DEFINITION): Includes any city, city and county, county, district, or other local governmental agency or public agency authorized by law. PUBLIC INFORMATION OFFICER (PIO): An individual responsible for releasing accurate official information to the public through the news media. RECEPTION AND CARE CENTER: A facility established in a low risk area to receive and process incoming relocatees, and assign them to lodging facilities, and provide them with information on feeding, medical care, and other essential services. RESCUE VEHICLE, HEAVY: A mobile unit equipped to support two or more rescue teams involved in heavy rescue operations. RESCUE, LIGHT: Rescue not requiring use of heavy lifting, prying, or cutting operations and not more than one rescue team to accomplish in one hour. RESCUE VEHICLE, LIGHT: A mobile unit equipped to support one rescue team involved in light rescue operations. RESCUE GROUP: Two or more rescue teams responding as a unified group under supervision of a designated group leader. RESCUE, HEAVY: Rescue requiring heavy lifting, prying or cutting, and/or consisting of several tasks which require involvement of two or more teams working concurrently.

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RESCUE TEAM: Four or more personnel organized to work as a unit. One member is designated team leader. SEARCH DOG TEAM: A skilled dog handler with one or more dogs trained especially for finding persons entrapped sufficiently to preclude detection by sight or sound. (NOTE: Search dogs are usually owned by their handler.) SEARCH: Systematic investigation of area or premises to determine the presence and/or location of persons entrapped, injured, immobilized, or missing. SELF-HELP: A concept describing self-reliance and sufficiency within an adverse environment and limited or no external assistance. SEMS: The Standardized Emergency Management System is the working title of a law that requires state and local agencies to standardized emergency response systems, utilizing the following components: ICS, the Operational Area concept, interagency and multi-agency coordination. SENSITIVE FACILITIES: Facilities in reception areas that will not normally be used as lodging facilities for relocatees. These facilities are either considered unsuitable or are required for essential activities (food establishments, fire stations, banks, radio stations, service stations, etc.). However, if any of these facilities provide adequate protection against radioactive fallout, they may be used as fallout shelters. SERVICE: An organization assigned to perform a specific function during an emergency. It may be one department or agency if only that organization is assigned to perform the function, or it may be comprised of two or more normally independent organizations grouped together to increase operational control and efficiency during the emergency. SHELTER MANAGER: An individual who provides for the internal organization, administration, and operation of a shelter facility. STANDARD OPERATING PROCEDURES (SOP): A set of instructions having the force of a directive, covering those features of operations which lend themselves to a definite or standardized procedure without loss of effectiveness. STATE OPERATIONS CENTER (SOC): A facility established by the State Office of Emergency Services Headquarters for the purpose of coordinating and supporting operations within a disaster area, and controlling the response efforts of state and federal agencies in supporting local governmental operations. The SOC will be staffed by representatives of state and federal agencies and private organizations, and will have the capability of providing a communications link to a Joint Emergency Operating Center established on the periphery of a disaster area and to any Mobile Emergency Operating Centers established in the disaster area. STATE/FEDERAL FLOOD OPERATIONS CENTER: A combined effort during flood emergencies by several state and federal agencies. STATE EMERGENCY PLAN: The State of California Emergency Plan as approved by the Governor.

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STATE AGENCY (STATE DEFINITION): Any department, division, independent establishment, or agency of the executive branch of the state government. STATE OF WAR EMERGENCY (STATE DEFINITION): The condition which exists immediately, with or without a proclamation thereof by the Governor, whenever the state or nation is directly attacked by an enemy of the United States, or upon the receipt by the state of a warning from the federal government that such an enemy attack is probable or imminent. STATE COORDINATING OFFICER (SCO) (FEDERAL DEFINITION): The person appointed by the Governor to act for the State in cooperation with the Federal Coordinating Officer. STATE EMERGENCY ORGANIZATION: The agencies, boards, and commissions of the executive branch of state government and affiliated private sector organizations. STATE OF EMERGENCY (STATE DEFINITION): The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake or other conditions, other than conditions resulting from a labor controversy, or conditions causing a "state of war emergency", which conditions, by reason of their magnitude, are or are likely to be beyond the control of the services, personnel, equipment, and facilities of any single county, city and county, or city and require the combined forces of a mutual aid region or regions to combat. 3. VOLUNTEERS: Individuals who make themselves available for assignment during an emergency. These people may or may not have particular skills needed during emergencies and may or may not be part of a previously organized group.

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EMERGENCY OPERATIONS PLAN VOL ONE: PRE-EMERGENCY DOCUMENTATION

BASIC PLAN ATTACHMENTS

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CITY OF VALLEJO, CA

BPA-49

Feb 2015

EMERGENCY OPERATIONS PLAN VOL ONE: PRE-EMERGENCY DOCUMENTATION

BASIC PLAN ATTACHMENTS

Attachment 8 NIMS Training Matrix All Emergency Responders

ISI00 (4hrs) Introduction to the Incident Command System IS700 (4hs) NIMS, an Introduction

First-Line Supervisors

Mid-Level Response Supervisors

Senior-Level Response Managers

Elected/Appointed Officials

IS100 (4hrs) Introduction to the Incident Command System IS700 (4hs) NIMS, an Introduction IS200 (12hrs) ICS for Single Resources and Initial Action Incidents

IS100 (4hrs) Introduction to the Incident Command System IS700 (4hs) NIMS, an Introduction IS200 (12hrs) ICS for Single Resources and Initial Action Incidents

IS100 (4hrs) Introduction to the Incident Command System IS700 (4hs) NIMS, an Introduction IS200 (12hrs) ICS for Single Resources and Initial Action Incidents

Overview of NIMS and EOP (1 hr)

CSTI Earthquakes

IS800 (3hrs) National Response Framework (NRF), an Introduction CSTI Earthquakes

IS800 (3hrs) National Response Framework (NRF), an Introduction CSTI Earthquakes

CITY OF VALLEJO, CA

BPA-50

Emergency Operations Center (EOC)/MultiAgency Coordination System (MACS) Personnel IS100 (4hrs) Introduction to the Incident Command System IS700 (4hs) NIMS, an Introduction IS800 (3hrs) National Response Framework (NRF), an Introduction

CSTI Earthquakes

Feb 2015

EMERGENCY OPERATIONS

PLAN

BASIC PLAN

VOL ONE: PRE-EMERGENCY DocuMENTATION

Letter of Promulgation February 2015 To:

Officials and Employees of the City of Vallejo

The preservation of life and property is an inherent responsibility of all levels of government. Since disasters in many devastating forms may strike at any time, the City of Vallejo must provide safeguards which will save lives and minimize property damage through prior planning, preparedness measures, and training. Sound Emergency Operations Plans carried out by knowledgeable and well-trained personnel can, and will, minimize losses. This Emergency Operations Plan provides guidance for City response to extraordinary emergency situations associated with natural disasters, technological incidents, and nuclear defense operations both war and peacetime. This plan does not address day-to-day emergencies or the established departmental procedures used to cope with such incidents. Rather, this plan concentrates on operational concepts and response procedures relative to large scale disasters. The City of Vallejo Emergency Operations Plan (EOP) establishes an Emergency Management Organization and assigns functions and tasks consistent with California's Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). It provides for the integration and coordination of planning efforts of multiple jurisdictions. This plan was reviewed and approved by representatives from each City of Vallejo department, local special districts with emergency services responsibilities in the City, and the Solano Operational Area Office of Emergency Services. The content is based upon guidance approved and provided by the State of California and the Federal Emergency Management Agency. The intent of the Emergency Operations Plan is to provide direction on how to respond to an emergency from the initial onset, through an extended response, and into the cost recovery process. Once adopted, it will be reviewed and tested periodically and revised as necessary to meet changing conditions. The City of Vallejo City Council gives its full support to this Emergency Operations Plan (EOP), and urges all public employees and individuals to prepare for times of emergency before they occur.

CITY OF VALLEJO, CA

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Feb 2015

EMERGENCY OPERATIONS PLAN VOL ONE: PRE-EMERGENCY DOCUMENTATION

BASIC

PLAN

FOREWORD To:

All Emergency Operations Center (EOC) Personnel

From:

Daniel E. Keen, City Manager

Subject:

Emergency Operations Plan

The Emergency Operations Plan represents the continued commitment of the Vallejo City Council and the City Manager's Office to the health and safety of our community. The completion of this document exemplifies the energetic teamwork between our City Departments in its ongoing implementation. This plan is designed to be read, understood, and exercised prior to response to extraordinary emergency situations, not day-to-day emergencies. This plan concentrates on operational concepts and response procedures relative to large scale disasters. The Emergency Operations Plan is a single source document that will enable you to shift gears smoothly and effectively in order to make the transition from your daily duties as a City employee to that of a disaster service worker assigned to a critical position within the City's Emergency Operations Center (EOC). This document identifies whom you will report to, your general responsibilities, and the critical Action Checklist for your immediate review and response as you staff the EOC. You need to maintain and periodically review this document prior to any disaster training or exercise and have it available for your own use during EOC activation. The Emergency Operations Plan forms the foundation of your disaster service worker responsibilities and identifies those tasks that you will initially address and manage. This plan provides you with a starting point and organizational framework in which to effectively perform your assigned disaster duties during the response and recovery phase. The Emergency Operations Plan is a dynamic document that will always be subject to change. Your input and recommendations are vital to making this a useful, workable and valuable document. Please contact the Emergency Services Coordinator if you have any suggestions for improving the Emergency Plan. Additionally, I would like to extend a sincere thanks to all of you who assisted in making this document possible.

Your collective efforts and enthusiastic professional teamwork continue to represent an

uncommon spirit of cooperation and service that has come to be associated with the City of Vallejo. Please join me in our continued efforts to provide our community with the highest level of emergency services.

City of Vallejo

CITY OF VALLEJO, CA

Feb 2015

CITY OF VALLEJO ACTIVITY LOG (ICS 214 - MODIFIED) Date To: 2. Operational Period: Date From: Time F rem: time you started wcri< Time T 0 : Ume you left work

1. Incident Name: I

3

I

.Name:Your

name

4. ICS Position/Job Function:

5. Home Agency (and Unit):

If not ICS, your normal position

City of Vallejo

6. Resources Assigned: (Team Members)

1

Name

ICS Position/Job Function

Regular Hours

Overtime Hours

YOUR NAME

YOUR POSITION

your ragula~y scheduled houB

ar,,ho.IM OYER J'Ck'~~

ANYONE ELSE WHO DID THE EXACT SAME STUFF AS YOU ALL DAY

Their position

7. Activity Log: Start-Stop Time 0800

1pm

1pm

2pm

2pm

5:30pm

Location/Address

Disaster Related Problems

Corrective Actions Taken

REGULAR WORK City Hall, 2nd floor

Helped organize MOU Quake inspectors Provided maps, answered questions REGULAR WORK

I

I

I

I

Vehicle or equipment used: Unit or 1.0. #

I Vehicle type or specification

Vehicle operator name:

I

Government vehicle:

1

Cl

8. Prepared by: Name: ' I"

AND hours used

Miles driven

Rented vehicle a

Personal vehicle

PositionfTitle: ] Date:

a Signature:

Emergency Operations Plan Volume Two: Emergency Response

Quick Start Plan February 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

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CITY OF VALLEJO, CA

ii

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

VOLUME TWO: EMERGENCY RESPONSE TABLE OF CONTENTS QUICK START PLAN Content Start Up – Activation

Page ............................................................................................................................. 1

Emergency Operations Center Staffing by Position .................................................................................... 9 Departmental Responsibility Matrix ......................................................................................................... 11 Emergency Operations Center Communications and Documentation .................................................... 13 EOC Deactivation and Stand-Down ........................................................................................................... 21 IC 213 Message Form ................................................................................................................................. 23 IC 214 Activity Log ...................................................................................................................................... 24

CITY OF VALLEJO, CA

iii

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

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CITY OF VALLEJO, CA

iv

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

Activation This “Quick Start Plan” is intended to serve as a quick reference. It is designed to refresh the user about the key elements of the Emergency Operation Center and Positions. All members of the Emergency Operations Center Team need to be thoroughly familiar with and trained in the use of this five-page document, followed by their designated position assignments.

RESPONSE AND RECOVERY GLOBAL OVERVIEW Large Incident Occurs or Is Imminent.

Police or Fire Department is notified and sizes-up the incident.

Police and/or Fire Command staff confer with the City Manager or alternate. As needed, the City Manager requests that the Emergency Operations Center (EOC) Team convene for action. This activates the Emergency Operations Plan.

EOC Team initiates response.

As conditions dictate, the City Manager or alternate determines whether or not to proclaim a Local Emergency. The proclamation needs to be ratified by the City Council within seven days.

City requests the Operational Area (County) to declare a Local Emergency and request the State to declare a State of Emergency.

Financial Recovery Application is initiated, if state and federal emergency is declared.

After Action Review and Report are initiated. Figure 1: Overall Emergency Response and Recovery

CITY OF VALLEJO, CA

QP - 1

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

GETTING STARTED IN THE EMERGENCY OPERATIONS CENTER Read this entire Quick Start Plan first! Then take Action!

WHAT GOT YOU HERE  An incident occurred or imminent.  The field Incident or Unified Commander(s) have been identified.  Police and/or Fire Department Command was notified of emergency.  Police and/or Fire verified the safety and status of the employees and public in the immediate area.  Police and/or Fire Command notified the City Manager or alternate and together determined a need to activate the Emergency Operations Plan and the Emergency Operations Center.  Police staff/dispatch notified the Emergency Operations Center Team to deploy to the EOC.

GETTING STARTED  First person to arrive assumes leadership of the Emergency Operations Center.  Obtain a briefing on the situation from the established Incident Commander(s). (See next page.)  Assess the nature, scope and estimated impact of the incident and response, including the identification of any life threatening issues that need immediate attention.  Identify all agencies with either jurisdictional or functional responsibility for the incident. If you’re unsure, think the worst case and contact the appropriate agencies or staff. This may include: o Fire Department o Police Department o Vallejo School District o Vallejo Flood Control District o Solano Sheriff’s Office of Emergency Services  Identify additional notifications that need to be made. In HAZMAT situations, be sure the State California Office of Emergency Services Warning Center has been notified. In biological or public health emergencies, the County Health Officer needs to be involved.  Determine the level of additional city response warranted.  Identify any support the Emergency Operations Center can provide to the field Incident Commander(s).

CITY OF VALLEJO, CA

QP - 2

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

This form is designed to capture critical info. You may not have answers to all questions. This is an exercise. This is NOT an exercise. Report #_________ Incident/Event Report Date: Time: Location: Contact Name: Cell Phone: Office Phone: E-mail: What type of incident is it? When did it happen? What was possible cause? What population is affected? How are they affected? How long do you anticipate them being affected? How many are dead? How many injured? How many missing? What is the extent of damage? What is the impact on city services? How were we notified of incident? When did we respond? What other agencies are on scene? Who is in field command? What has been done so far? What Public Information support is needed? What executive actions, decisions or support is needed? What is the  Green  Yellow (Requires  Red  Black overall status? (Handle it with add’l resources) (Requires outside (Significant outside avail resources) assistance) resources required) What is the prognosis of the incident over the next  No Change  Improving  Worsening 12 hours? Remarks/Comments: Mutual aid support  Yes  No needed in next 24 hours? Power__________________________________________________________ Critical Issues (and actions Water/Wastewater________________________________________________ taken): Communications _________________________________________________ Medical_________________________________________________________  Chemical or other exposure_______________________________________ Mutual aid needed beyond 24 hours:

 Yes

 No

Type:

Other Notes:

EOC 1 Form: Incident/Event Summary CITY OF VALLEJO, CA

QP - 3

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

 As others arrive at the Emergency Operations Center (EOC): o Transfer role of Director of Emergency Services to an appropriate experienced manager. o Assign staff to the appropriate EOC position(s). o Set up the EOC according to the layout contained in this Quick Start Plan. o Obtain the needed resources.  Document initial actions, organizational structure, and a list of committed and/or ordered resources. Two critical issues must be completed: o Current response objectives and focus; and o Allocated resources and personnel for the incident(s).  Identify on a map the area(s) involved, areas that may be exposed, and critical areas of concern. Include a copy of this map with the information on the Incident/Event Form (previous page). This becomes the first Emergency Operations Center Action Plan.  Compile an initial safety assessment and damage estimate to-date, and establish any additional priorities. Damages include injuries, deaths, property and environmental impact.  List all issues/concerns for each incident. This list will come from input by the initial IC and field Operations Section Chief. Post these issues and discuss them during the initial Emergency Operations Center transition meeting. Once posted, start delegating issues to Emergency Operations Center team members, making a notation of the name of person assigned the task and time of delegation.  Keep all Emergency Operations Center staff aware of updated information.  Identify all assisting and cooperating agencies on the incident and ensure that an Agency Representative has been requested to come to the EOC for each responding jurisdiction.  Inquire about any potential social, environmental, political, cultural or economic issues. Document these on the form and on the EOC Status Boards.  Gather external information to forecast a potential duration for each incident (days, weeks, etc.) to ensure personnel and resource ordering is staying 24-48 hours ahead.  Review current Emergency Operations Center staffing to ensure staffing level and expertise for the potential size and needs of the incident.  Review media policies and prepare an initial press release. Ensure all agencies are recognized.  Identify any logistical needs (water supply, food, fuel, shelters, ambulances, etc.) for field staff and the EOC and begin to obtain.  Obtain a local and regional weather forecast for the next 24-48 hours.

CITY OF VALLEJO, CA

QP - 4

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

Figure 2: City of Vallejo Emergency Operations Center Organization Function * Operations Section Chief Law Enforcement Fire and Rescue Safety / Dmg Inspection Construction and Engineering Debris Management Care and Shelter Sanitation & Flood Control Planning/Intelligence Section Chief Situation Status EOC Action Planning Documentation Geographic Info System Demobilization (As Needed) Logistics Section Chief Supply / Equipment Facilities Volunteer Coordinator Finance/Administration Section Chief Cost Acct & Time Claims & Comp Recovery (As Needed)

CITY OF VALLEJO, CA

Primary City Department Responsible Depends on the situation.

QP - 5

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

Open and Set Up the Emergency Operations Center Location The primary Emergency Operations Center (EOC) is located in the Vallejo Fire Department Station 21 at 1220 Marin Street in Vallejo, CA. The EOC consists of two rooms. One room is downstairs beside the Fire Truck Bay for the Operations, Planning, Logistics and Finance Sections. The Management Section has a breakout room located upstairs from the Fire Truck Bay in a Conference Room. When activated, at this time Fire Department personnel will set up the two rooms and be available to provide access to the facility.

Set Up Instructions Fire personnel will: 1. Turn on lights. 2. Turn on computers, printers and monitors. Sign in on the CAD computer. 3. Turn on television monitors to monitor weather, breaking news. 4. Plug initial set of five phones. Instruments are located in the storage closet to the back and left in the storage room as you enter the closet. Phones will be placed on main table in the center so that each section has at least one phone. All phone cords are to be taped to the floor or table/chair/supplies. 5. Set up sign in sheet and write a roster on the Marker Board near the entry door. EOC personnel will: 6. Arrive at the EOC room located on the main floor beside the Fire Truck Bay. 7. First EOC staff to arrive in the EOC is the Director of Emergency Services until reassigned. 8. Sign in on the sign in sheet. 9. Locate vest in the vest storage closet located on the far wall of the room. 10. Review Emergency Action Checklist for their assigned position. 11. Assign staff as they arrive.

CITY OF VALLEJO, CA

QP - 6

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

plotter Storage Room CAD

Phones Radios

Operations Section

References Vests and Checklists

Ops Chief Law

Fire

Safety Inspect

C&E Debris Mgt Flood Control

Planning Section Plans Chief

GIS

GIS

Shelter

Sit Stat

Facilities

Documentation

Supply

Claims

Map Files

Logistics Section Logs Chief

Volunteer Finance Section Chief

Action Plan

Cost and Time

Secure back door

Entry from Fire Truck Bay

This is the floorplan layout for the main room off the Fire Truck Bay for Operations, Planning, Logistics and Finance Section Staff. The Management Section staff are to arrive in this room, sign in, get a status report and “break out” to the Conference Room upstairs as needed. The Management Section breakout is located across the Fire Truck Bay and up the staircase. Enter the door at the top, turn right and go all the way to the end of the hall. The floorplan layout follows on the next page.

CITY OF VALLEJO, CA

QP - 7

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

This represents the potential layout for those assigned to the Management Section. Briefings with Section Chiefs and other such activities can occur in this room, away from the audio challenges of working in the primary EOC room downstairs.

CITY OF VALLEJO, CA

QP - 8

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

Emergency Operations Center Staffing by Position Title The positions as outlined in the Emergency Operations Plan, Basic Plan, identify specific functions that need to be staffed and ready for response. The following table identifies the staff by position title that fill the specific roles identified in the left column. The “Primary” staff is expected to be the first to fill the position. If s/he is not available to respond due to injury, shift change, etc, then the “Backup” person is to fill the position. In the case neither is available if staffing allows, the “Alternate responds. Position in EOC Management Section

Primary

Backup

Alternate

Dir of Emg Serv

City Manager

Legal Advisor

City Attorney

Fire or Police Chief or Public Works Director depending on the emergency Assistant City Attorney Assistant City Attorney

Public Info Officer

Admin. Analyst II – City Manager’s Office

City Clerk

Liaison Officer

Assistant City Manager

Human Resources Director

Operations Section Section Chief

Assigned at the time of the emergency, depending on the type of emergency. For example, police staff would lead events focused on law enforcement events; public works would lead flood or infrastructure events; etc.

Law Enforcement

Captain

Lieutenant

Lieutenant

Fire and Rescue Care and Shelter

On Call Battalion Chief Community Development Program Manager

On Call Battalion Chief Housing Specialist Supervisor

On Call Battalion Chief Sr. Housing Specialist

Safety / Damage Insp

Chief Building Official

Building Inspector

Construction and Engineering

City Engineer

Public Works _________________

Public Works _________________

Public Works _________________

Public Works _________________

Public Works _________________

Sanitation & Flood Representative

Sanitation & Flood Representative

Sanitation & Flood Representative

Section Chief

Economic Development Director

Planning Manager

Situation Status

Senior Planner

EOC Action Planning

Public Works _________________



Debris Removal

Sanitation and Flood Control Tech Specialist

Planning/Intel Section

CITY OF VALLEJO, CA

QP - 9

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

Position in EOC

EOC QUICK START PLAN

Primary

Geographic Info

Public Works _________________

Documentation

Public Works _________________

Backup

Alternate

Logistics Section Section Chief Supply/Equipment

Assistant Public Works Director Public Works _________________

Facilities

Public Works _________________

Volunteer Coordination

Human Resources Manager

Personnel Analyst

Section Chief

Finance Director

Assistant Finance Director

Cost and Time

Accounting Manager

Admin. Analyst

Compensation & Claims

Accounting Technician

Accounting Technician

Finance/Admin Sec

CITY OF VALLEJO, CA

QP - 10

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

Emergency Operations Plan Identified Departmental Responsibilities Matrix The following table identifies which department has the primary (P) or support (S) responsibilities to fulfill the functions assigned in the Emergency Operations Plan (EOP), during activation of the Emergency Operations Center during drills, exercises and response to an emergency. It does not reflect the responsibility of individual department during response to daily incidents. For example law and fire independently manage Public Information at a crime scene or fire, and do not rely on the City Manager’s office for lead.

CITY OF VALLEJO, CA

S S

S

S

P

S

P S S S

S S

S P P S

S S

S

S S

S

S

S

S S P S S S S

P P S S

S P P

S S

S

S S S

S

S

S

S

S

S

S

S

S

S S

S S

S

P

S

S

S

S

S

P

S

S

S

S

S

S

QP - 11

S

P P P

Volunteer Center

Private Sector

S S

S S

S

S

S P

P

S S S S S S

P

P S S S P S P S

S

Red Cross

S

S P P S

P

Sheriff S S S S

S S

Medical

S

S

P S S

Health

Animal Services

Utility

S

School

S

Public Works

Human Res.

S

Police

Finance

S

Fire

S

Housing & Cmty

P S

Econ Develop

S

Code Enforce.

City Manager

P

Finance

City Clerk

Management City Management Legal Considerations Alerting, Warning, Com Public Information Inter-Agency Coord EOC Coordination Essential or Vital Records Operations Law Enforcement Evacuation Fire and Rescue Haz Mat, Environment and Radiological Medical Public Health Coroner Safety/Dmg Inspection Debris Clearance Construction and Engin Utility (other than water) Operations Water Utility Care and Shelter Animal Care Planning/Intelligence Situation Status Geo Info System Documentation Logistics Supply Facilities Volunteer Coordination

City Attorney

Responsibilities by Section

S = Support Responsibility

City Council

P = Primary Responsibility

P

S

S

S

S

S

S S

S

P S

S

S

Feb 2015

CITY OF VALLEJO, CA

QP - 12

Private Sector

Volunteer Center

S

Red Cross

S

Sheriff

Medical

S

Health

S

Animal Services

S S

Utility

S

S S

School

S

S S P S

Public Works

S S

Police

S S

Human Res.

Finance

S

Fire

P

Housing & Cmty

P P S S

Econ Develop

S S S S

Code Enforce.

City Clerk

Finance

S S

EOC QUICK START PLAN

City Manager

Finance/Administration Cost Acct Time Claims/Compensation Recovery

City Attorney

Responsibilities by Section

City Council

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

S

S

S

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

Alert, Notification and Warning Alert and warning involves advising emergency response personnel about a potential or actual emergency, and the affected public, as needed. In situations such as a significant earthquake, the emergency is obvious and alert, warning, and notification may not be necessary. However, most disasters develop from "normal" emergency response situations. These "normal" emergencies allow for some warning and notification. The following information outlines how alerting, activation of the Emergency Operations Plan (EOP), and notification occurs. The City of Vallejo is vulnerable to a range of natural and technological hazards and Emergency Operations Center (EOC) activation levels cannot be pre-determined by an event ipso facto. Rather, EOC activation is determined by the nature, scope, associated hazards, and impact of a specific event. The EOC activation levels and associated criteria described in this procedure are intended as general guidance; all the factors associated with an emergency must be assessed and evaluated to determine the appropriate response. Alerting The City of Vallejo may be affected by several disasters that “grow” from smaller events (e.g. grass/wildfire, hazardous materials incident, etc.), or a potential disaster can be predicted due to presenting or “building” conditions (e.g. like flood or severe storm). Weather-related emergency alerts are broadcast by the National Weather Service (NWS) and monitored by the Vallejo Police Department and Solano County Sheriff's Dispatch. If the NWS posts a warning that would affect the Solano County Area, dispatch notifies the Fire Department on call Battalion Chief and the Police Department Watch Commander, as well as the Director of Emergency Services and Assistant Director of Emergency Services and others as needed directly. Notification Upon notification, the Director of Emergency Services and Assistant Director of Emergency Services take appropriate actions that may range from assigning staff to monitor the situation for possible escalation, EOC activation (partial or full EOC activation). Once the Director of Emergency Services has been consulted and the decision has been made to activate the EOC, the City of Vallejo Police Dispatch makes the appropriate contacts, using a current list of home telephone numbers and pager numbers to be utilized during non-business hours. Alert and recall phone trees are maintained by each City department assigned a response and recovery mission, and the City Watch notification system can be used to trigger the alerts. The general public can also monitor weather alerts via the Weather System Radio or the Emergency Alert System (EAS) broadcast on public radio and television channels. If a specific area is affected by a hazard, then the Solano County Sherriff’s Office has the ability to activate the City Watch System (CWS) which can notify registered mobile phones and facility based landline phones with a recorded message. Call Up of the Emergency Operations Center Staff

CITY OF VALLEJO, CA

QP-13

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

The Emergency Preparedness Manager consults with the Director of Emergency Services, or designee, provides the following information:     

Type and location of incident(s) First impression scope of involvement Affected facilities and number of casualties involved, if known Agencies responding or on-scene Agency in charge and/or Incident Commander(s)

Depending on the urgency the Director of Emergency Services determines level of EOC Activation which could resemble the following. Level 1 is the highest and most complete staffing due to complexity and impact on the community. Level 2 is the medium level of staffing and positions would be filled on “as needed” basis. Level 3 is the lowest level with the primary responsibility be monitoring the situation and providing as needed support to the field responders. Hazard

Potential

Possible Impact

Attack (Conventional or Nuclear) Civil Disturbance or Rioting Earthquake (Severe Damage) Flooding (with Evacuations) Hazardous Materials Incident Mass Casualty Incident Structural Fire/Explosion/Collapse Terrorist Activity Utility Failure (6+ Hours) Wildland Fire (with Evacuations) Severe Storm (Paralyzing)

Low

Severe

EOC Activation Level 1

Moderate Moderate High High High Moderate

Minor to Moderate Moderate to Severe Moderate to Severe Minor to Severe Minor to Moderate Minor to Moderate

2 1 2 or 3 1 to 3 2 or 3 2 or 3

Low Moderate High

Moderate to Severe Minor to Moderate Moderate to Severe

1 or 2 2 or 3 1 or 2

High

Moderate to Severe

1 or 2

The order of call-down is likely to occur for the following groups:     

Policy and Management Operations Section Planning/Intelligence Section Logistics Section Finance/Administration Section

This order is based on those agencies and/or personnel needed immediately to assist in stabilizing or mitigating the emergency. Additional notifications may include:  Law Enforcement Resources  Fire and Rescue Resources CITY OF VALLEJO, CA

QP-14

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

  

EOC QUICK START PLAN

Hazardous Materials Team Health and Medical Care and Shelter

The first EOC team member reporting to the EOC begins set-up procedures. See the Quick Plan for information. Warnings Warnings are public broadcasts that an emergency has actually occurred or is imminent. Such emergencies include accidents involving hazardous materials, incoming severe weather, etc. Once alerted, the City of Vallejo Public Information Officer (PIO) contacts the County Public Information Officer to coordinate information and draft a public message for broadcast by all available commercial radio and television stations in the affected and potential impact area. Methods for information dissemination include:     

Government access channel Emergency Alert System (EAS) Emergency Digital Information System (EDIS) Sirens and public address equipment on emergency vehicles Door-to-door contact by community volunteer or emergency response personnel

The Incident Commander, City of Vallejo PIO, County PIO, Operational Area PIO, and the County Public Health Officer can activate the warning systems. At a minimum, all warning messages will include:     

Location and description of the event Actions taken by responders Isolation areas, evacuation areas, relocation sites, and location of any mass care facilities Protective measures the public may take How to obtain information about any victims

More detailed information concerning Emergency Public Information Materials in the Management Annex to this plan. National Warning System (NAWAS) NAWAS is a dedicated wire-line system which provides two-way voice communications between Federal Warning centers, state's Warning Points, and local Warning Points. The system in California consists of four elements: o o o o

NAWAS, Federal-California link. NAWAS, State-County Warning Points circuits. County-City warning systems. Local warning devices and systems.

CITY OF VALLEJO, CA

QP-15

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

Dissemination Of Attack Warnings The Federal Warning Centers disseminate warning information to State Warning Points over NAWAS. State Warning Points disseminate the information they receive over NAWAS to the local Warning Points. In addition, State agency radio systems, teletype and telephone circuits are used ensuring maximum dissemination. Each local Warning Point further disseminates the warning over local Public Safety communications channels. Solano County disseminates information to other jurisdictions and the media through the systems described above. Based on the information received from the County warning point, the Emergency Services Director, or designated alternate, in conjunction with the Disaster Council, will decide whether or not to issue a warning order to the general populace. In that instance, police, fire, and public services vehicles, utilizing loudspeakers and sirens will circulate throughout the city, disseminating the warning. Other resources available for dissemination of the warning order are the radio, television, and volunteer door-to-door canvassers. Special warning requirements include warning special locations, such as schools, hospitals, nursing homes, major industries, institutions, and places of public assembly, as well as warning the hearing impaired and non-English speaking groups. Emergency Alert System (EAS) The Emergency Alert System (EAS) is a network of public broadcast stations and interconnecting facilities, authorized by the Federal Communications Commission (FCC) to operate in a controlled manner during wartime, or during a state of disaster or national emergency. The system is designed to provide a communications link between government authorities and the public. Priority for use is:    

Presidential messages. Local programming. State programming. National programming and news.

CITY OF VALLEJO, CA

QP-16

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

EOC QUICK START PLAN

Emergency Operations Center Communications and Documentation Public Safety Radio  City of Vallejo Police Department Dispatch Center dispatches twenty-four hours a day/seven days a week for the following departments: o Police o Fire o Public Works  Personnel from these departments and assigned to the Emergency Operations Center will report with appropriate portable radio equipment to monitor traffic of field deployed units and dispatch communication. Other Communications Systems  The use of mobile phones, texting and other forms of electronic communications are available in dispatch and the Emergency Operations Center.  Communications for all other departments are accomplished with the use of mobile phones, push to talk radio features of the “smart phones” and e-mail. Amateur Radio  Amateur radio equipment has been installed in the Emergency Operations Center.  The primary communication tool with Solano County in the event of a communications failure is amateur radio. Landline and Mobile Phone  All Emergency Operations Center personnel have access to a landline phone while in the EOC. Each of the five functions (Management, Operations, Planning, Logistics and Finance) have dedicated phones. The phone system is on the emergency generator at the facility.  These phone numbers are NOT published in any public document to ensure outbound calls. The phone numbers are available for distribution to employees at city facilities.  Those EOC personnel with mobile phones maintain their phones and batteries. Fax Machines  While not located within the EOC room, fax machines are available in nearby rooms. Computers  Some computers are available and not yet assigned to the five primary functions of the EOC (Management, Operations, Planning, Logistics and Finance). Printers are available. Cable Television and Public Access Radio  Cable television is available in key identified rooms in the Vallejo Fire Station.  A portable AM/FM radio is available to monitor Emergency Alert System broadcasts. Documentation  All Emergency Operations Center personnel are expected to use an Activity Log or IC 214 form to track communication and important decisions made while they are staffing a position.

CITY OF VALLEJO, CA

QP-17

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

  

EOC QUICK START PLAN

As needed, a Message Form or IC 213 form is to be used when trying to communicate with another member of the EOC and they are unavailable. The form is also to be used when amateur radio transmissions are required. During each Operational Period (approximately every 12 hours), a key responsibility of the Emergency Operations Center Staff is to conduct and Action Planning Meeting and produce and Action Plan according to the Emergency Operations Plan. EOC Action Planning requires all points of contact within the Emergency Operations Center provide information to the Planning/Intelligence Section and Situation Status Unit.

The following diagram illustrates these sources of communication and need to provide information as part of the EOC Action Planning Process.

CITY OF VALLEJO, CA

QP-18

Feb 2015

EMERGENCY OPERATIONS PLAN PART TWO

EOC QUICK START PLAN

EOC INFORMATION FLOW CHART FIELD Employees / DOC / Facilities

OPERATIONS

CERT Utilities Building Inspection

PLANNING

MODE of COMMUNICATIONS: TWO WAY RADIO (EBRICS) MOBILE PHONE AMATEUR RADIO EOC PHONES FAX INTERNET

SEMS Responders (Op Area, OES, EMA)

SEQUENCE of ACTIONS with INFO: 1. DOCUMENT IN LOG

FINANCE

MUTUAL AID RESOURCES

2. SHARE via FACE TO FACE or PHONE 3. STATUS BOARDS / Maps

VENDORS/ CONTRACTORS

LOGISTICS

4. MESSAGE FORMS as needed

AM 1610 Radio

MANAGEMENT EOD/PIO/Safety

MEDIA: TV/Commercial Radio Social Media

POLICY GROUP Council

CITY OF VALLEJO, CA

QP-19

Feb 2015

EMERGENCY OPERATIONS PLAN PART TWO

EOC QUICK START PLAN

Reporting Information The City of Vallejo shall transmit the following reports to the Solano County Office of Emergency Services in the following formats.

□ Preliminary Reports 

Preliminary Reports are used during the first two hours of an emergency to transmit information between the City, Solano County, and with the State.



Information contained in these reports is intended to paint an initial picture of the scope and magnitude of the situation.

□ Situations Summaries 

Situation Summaries are brief narratives that present a concise picture of the emergency situation and are prepared for specific time periods.



At the beginning of an emergency response, the City and County jointly agree on times for submitting data and issuing Situation Summaries.



The Situation Summary is intended for use after the first two hours of an emergency and are updated as requested or needed.

□ Flash Reports 

Flash Reports are used for transmitting critical, time-sensitive information outside regularly scheduled Preliminary Reports or Situation Summaries. For example, a Flash Report would be used to report an impending dam failure or a federal declaration of a Major Disaster.



Oral Flash Reports may precede written reports. The written report later serves as a confirmation and documentation.

□ Major Incident Reports 

Major Incident Reports are used to transmit the following: o Information that may significantly affect operations. o Information on an incident(s) that may require a multi-jurisdictional and/or multi-disciplinary response. o Information that may affect incoming personnel or resources.

EOC Deactivation and Stand-Down

CITY OF VALLEJO, CA

QP-20

Feb 2015

EMERGENCY OPERATIONS PLAN PART TWO

EOC QUICK START PLAN

Once the critical aspects of an emergency or disaster have been secured, EOC operations may begin to scale down as conditions warrant. The purpose of this procedure is to outline the process to be followed whenever it is determined that the EOC can stand down for a designated period of time, or can be deactivated. AUTHORITY The Director of Emergency Services, with input from the Section Chiefs, may decide to stand down or deactivate the EOC. STAND-DOWN For emergencies of long duration, the Director of Emergency Services may determine that the EOC can stand-down for short periods of time. In such cases, assigned EOC staff must remain available by pager to respond immediately if necessary. Triggers for determining stand-down may include:  The immediate emergency situation has been stabilized or contained.  The emergency response phase is anticipated to continue for several days.  Ongoing communications with neighboring cities, county, state Cal OES, and/or the media are no longer required.  Continuous coordination and communications with external agencies is no longer required. DEACTIVATION Once the emergency response phase has been terminated and system operations are stabilized, the Director of Emergency Services may determine that the EOC can be deactivated. Triggers for determining deactivation may include:  The emergency response phase has been terminated and recovery operations are underway.  No further city, Operational Area, state, media or public information dissemination is needed. PROCEDURE The Director of Emergency Services will:  Determine if stand down or deactivation is appropriate after consultation with the Section Chiefs  Confer with the Mayor  Prepare the appropriate resolutions for City Council concurrence  Establish the time period for stand down, or the time for deactivation  Advise EOC staff of the actions to be taken, including time  Identify EOC staff to be on-call if stand down is implemented  Direct the Liaison or other EOC staff to make notifications

CITY OF VALLEJO, CA

QP-21

Feb 2015

EMERGENCY OPERATIONS PLAN PART TWO

EOC QUICK START PLAN

NOTIFICATIONS All internal and external individuals, groups and agencies that were notified of activation will be notified of stand down and/or deactivation. At a minimum, all department managers, elected officials, neighboring cities, responding county agencies, Operational Area, and State Cal OES will be notified. The person making the notifications documents the date, time, name and contact method for all persons/organizations notified. Notifications will include:  Date and time of stand down period or deactivation  A 24 hour contact number for further information

CITY OF VALLEJO, CA

QP-22

Feb 2015

EMERGENCY OPERATIONS PLAN PART TWO

EOC QUICK START PLAN

IC 213 Message Form

CITY OF VALLEJO, CA

QP-23

Feb 2015

EMERGENCY OPERATIONS PLAN PART TWO

EOC QUICK START PLAN

IC 214 Activity Log [Next page.]

CITY OF VALLEJO, CA

QP-24

Feb 2015

Emergency Operations Plan Volume Two: Emergency Response

Annex A: Management Section February 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX A MANAGEMENT SECTION

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ANNEX A MANAGEMENT SECTION

VOLUME TWO: EMERGENCY RESPONSE ANNEX A MANAGEMENT SECTION Section

Page

Purpose .........................................................................................................................................A-1 Duties

............. ...............................................................................................................A-1

Concept of Operations .................................................................................................................A-2 Preparedness Initial Response Extended Operations Post Emergency

Attachments 1

Elected Officials Emergency Action Checklist.........................................................................A-6

2

Director of Emergency Services Emergency Action Checklist ...............................................A-8

3

Legal Advisor Emergency Action Checklist ...........................................................................A-16 3-A Proclaiming a Local Emergency ...............................................................................A-19 3-B Sample Proclamations and Orders ..........................................................................A-23

4

Liaison Officer Emergency Action Checklist .........................................................................A-36 4-A Agency Representative Emergency Action Checklist ..............................................A-39

5

Crisis Communication and Emergency Public Information Plan ........................................ PIO-1 Purpose Plan, Review, Training Creativity and Flexibility Basic Public Information Officer Responsibilities......................................................... PIO-2 Incident Command and the Public Information Officer Public Information Principles Public Information Officer as an Individual or Team ................................................... PIO-4 What is a Crisis? Public Information Officer in a Crisis Public Information Officer in a Disaster ....................................................................... PIO-5 Progression from Normal Business to Crisis to Disaster .............................................. PIO-6

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Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX A MANAGEMENT SECTION

Activating the Crisis Communication or Emergency Public Information Plan 5-A 5-B 5-C 5-D 5-E 5-F 5-G 5-H 5-I 5-J 5-K 5-L 5-M 5-N

Crisis Communications Plan Triggers and Department Roles ........................... PIO-9 Crisis Response Checklist ................................................................................. PIO-11 Information and Incident Progression ............................................................. PIO-19 Forms................................................................................................................ PIO-21 Spokesperson Guidelines ................................................................................. PIO-23 Establishing a Media Briefing Center ............................................................... PIO-25 Public Information Officer Go Kit ..................................................................... PIO-27 Pubic Information Team................................................................................... PIO-27 Joint Information System/ Joint Information Center ....................................... PIO-31 Public Information Team Checklists ................................................................. PIO-35 Sample Messages, Press Releases, Holding Statements, and Messages ......... PIO-57 Media Access Guidelines.................................................................................. PIO-65 Privacy, General Access Issues ......................................................................... PIO-67 Public Information Definitions ......................................................................... PIO-79

CITY OF VALLEJO, CA

A-iv

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX A MANAGEMENT SECTION

ANNEX A MANAGEMENT SECTION PURPOSE The Management Section directs the City of Vallejo Emergency Management Organization, coordinates the actions of the EOC staff, establishes operational priorities, ensures development and implementation of strategies to meet the needs of the emergency, works with local Elected Officials on issues related to emergency response and recovery, communicates with the media, coordinates response with outside agencies including federal and state resources, and ensures the safety of the responders. The Management Section staff must evaluate the potential economic, social and environmental impacts of the disaster on its citizens, while managing response to the conditions within the city. Additionally, the Management Section must consider whether an emergency in a neighboring jurisdiction could impact the City of Vallejo, or draw upon resources normally available to the city. When fully staffed, the Management Section may include each of the following positions. If staffing is not available for each position, the duties assigned to an unfilled position are the responsibility of the Director of Emergency Services.  Director of Emergency Services  Legal Advisor  Liaison Officer  Public Information Officer

DUTIES In general the Director of Emergency Services is responsible to: 

Assess the situation and review the availability of resources to determine the level of EOC activation required.



Create the initial EOC Action Plan that includes a staffing plan, response objectives and resource deployment. Update the Emergency Action Plan routinely.



Proclaim a Local Emergency and establish a fiscal posture and ensure tracking of expenditures for reimbursement.

In general the Legal Advisor is responsible to: 

Review pertinent laws and resolutions regarding the response by the City of Vallejo emergency management organization.



Prepare Local Emergency Proclamations, as indicated.

CITY OF VALLEJO, CA

A-1

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX A MANAGEMENT SECTION



Monitor the Proclamations of Emergency process during an emergency; and ensure that appropriate proclamations are prepared, as necessary.



Revise the City of Vallejo Emergency Services Ordinance, as needed.



Be familiar with the emergency powers, authorities, and responsibilities of the City Council and Director of Emergency Services.



Identify the legal procedures to proclaim a Local Emergency, and be sure the City Council and the Director of Emergency Services follow established protocols.



Provide legal guidance on emergency response actions and policy decisions during response and recovery.

In general the Liaison Officer is responsible to:  Make internal and external notifications as indicated by the situation, and/or as directed by the Director of Emergency Services. 

Compile information and requests from external agencies and advise the Director of Emergency Services.



Coordinate actions with other cities, Special Districts, State and Federal agencies.



Confer with the PIO on major notifications and/or any special instructions required.

●

Meet, greet and coordinate involvement of incoming Agency Representatives.

In general the Public Information Officer (PIO) is responsible to: 

Consult with the Director of Emergency Services to determine what information is to be disseminated.



Provide the public with emergency information and instructions, as indicated and/or as directed by the Director of Emergency Services.



Monitor external reports and conditions via broadcasts on commercial TV and radio, and advise the Director of Emergency Services.



Provide the news media with event information, as required by the situation, and/or as directed by the Director of Emergency Services.



Act as an information resource and contact for elected officials.

CITY OF VALLEJO, CA

A-2

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX A MANAGEMENT SECTION

CONCEPT OF OPERATIONS To respond to disasters effectively, each person assigned an emergency management position has specific duties to complete before, during and after a disaster. These tasks are outlined in the City of Vallejo Emergency Operations Plan (EOP), Basic Plan. More detailed information about each function in the Emergency Operations Center (EOC) is presented in this and other the annexes to the EOP. Preparedness Preparedness actions allow staff to prepare for disaster operations, become familiar with the contents of this plan, develop and update resource lists, and participate in drills and exercises. The Director of Emergency Services is responsible for ensuring the Management Section completes the following: 

Call regular meetings of the Emergency Operations Center (EOC) staff to maintain familiarity with roles and responsibilities and to discuss emergency management issues.



Review the EOP, applicable department plans, standard operating procedures, and the materials contained in this annex. Collect recommended revisions and updates to this annex and submit them to the City of Vallejo staff identified by the Director of Emergency Services.



Request Department Heads to review department emergency plans and standard operating procedures, and submit changes to the designated City of Vallejo personnel.



Review the Emergency Services Ordinance to identify any revisions needed.



Ensure lines of succession for the City Council and City Manager are current.



Participate in scheduled exercises and post-exercise critiques.

Initial Response Specific actions for each Management Section position are listed in the Checklists that are included in this portion of the plan. The Director of Emergency Services is responsible for overseeing and coordinating the Management Section activities: 

Upon notification, determine if partial or full activation of the EOC is warranted.



Initiate and maintain individual activity logs.



Make internal and external notifications as indicated.



Prepare public notifications and emergency instructions, if necessary.



Create the initial EOC Action Plan and routine updates.

CITY OF VALLEJO, CA

A-3

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX A MANAGEMENT SECTION



Determine if a Local Emergency should be proclaimed.



Proclaim a Local Emergency if City Council is not in session.



Brief Elected Officials on the situation on a regular scheduled basis.

Extended Operations 

Implement activities outlined in the checklists contained in this part of the plan.



Evaluate EOC needs, including policy issues.



Establish response and restoration priorities.



Communicate with County agencies to coordinate services such as Public Health.



Ensure the health of responders is considered in decisions affecting the EOC Action Plan.



Identify the existence of a Site Safety Plan at each disaster site.



Continue responses to media and public inquiries, until no longer indicated.



As needed and appropriate, identify the location of the Local Assistance Center (LAC) and request the Public Information Officer (PIO) to broadcast the information.



As needed and appropriate, identify the resources required by the Local Assistance Center (LAC). Assign staff to support the LAC.



Determine when the EOC can be deactivated.



Ensure internal and external deactivation notifications.



Conduct a post incident review with all EOC staff.



In conjunction with the Legal Advisor, advise the City Council when the Local Emergency proclamation can be terminated.



Review and approve the After Action Report.

Post Emergency

CITY OF VALLEJO, CA

A-4

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX A MANAGEMENT SECTION

Attachment 1 ELECTED OFFICIALS EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of potential emergency/disaster, adopt an increased readiness posture:  



Contact the City of Vallejo Police Department regarding any warning notice. Review appropriate emergency operations plan, guidelines, and checklist.

Coordinate public requests for information with the City Public Information Officer (PIO).

Initial Response (To Most Emergencies) 

Maintain a list of all contacts and information shared with them regarding the emergency. Inform the Liaison, or PIO of the contact and information.



Communicate through the Director of Emergency Services regarding City operations.



Proclaim a Local Emergency or ratify a Local Emergency proclaimed by the Director of Emergency Services.

Extended Operations During a State of War Emergency, a State of Emergency or a Local Emergency, the governing body shall:

CITY OF VALLEJO, CA

A-5

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX A MANAGEMENT SECTION



Determine the damage to the political subdivision and its personnel and property. For this purpose, the City Council shall have the power to issue subpoenas to compel the attendance of witnesses and the production of records. [CGC 8643(a)]



Proceed to reconstitute the Council by filling any vacancies (based on the adopted list of alternates) until there are sufficient officers to form the largest quorum required by the applicable law. Should only one member of the governing body or only one standby officer be available (CGC 8636 & 8638), that one shall have power to reconstitute the governing body. [CGC 8643(b)]



Perform the duties necessary to preserve law and order and to furnish essential local services. [CGC 8643(d)]

Post-Emergency 

Execute proclamation terminating the Local Emergency; upon request from Director of Emergency Services.



Review the After Action Report prepared following the emergency and take action or recommendations, as appropriate.

CITY OF VALLEJO, CA

A-6

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX A MANAGEMENT SECTION

Attachment 2 DIRECTOR OF EMERGENCY SERVICES EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Notify City Council, and key management staff of situation.



Review appropriate emergency operations plans, guidelines, and checklist.



Assess the emergency/disaster. o Analyze available information and data to determine scope of event. o Determine threat to the following areas.  Residential areas  Special populations:  Hospitals (Acute and Convalescent Care Facilities)  Custody facilities  Businesses  Schools  Environment o Determine evacuee reception and care requirements.



Consider activating the EOC and Planning/Intelligence functions to gather information as needed.



Consider alerting/recalling off-duty personnel.



Assess the availability and condition of resources: o Determine the following logistics needs.  Feeding and lodging requirements  Determine potential re-supply needs  Evaluate emergency power o Develop an EOC Action Plan.



Contact the following who may be affected by the hazard and identify their readiness posture.

CITY OF VALLEJO, CA

A-7

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

o o o o o o

ANNEX A MANAGEMENT SECTION

Vallejo Fire Department Police Department Public Works Department All other City departments Vallejo Flood and Sanitation District Vallejo School District



Consider issuing a press release. o Approve Emergency Public Information releases from the City Public Information Officer (PIO).



Continue to monitor situation.



Review files for previous emergency situations and identify anticipated problems, such as: – Need for curfews; – Mutual aid agreements; – Lack of documented evidence of emergency decision-making; – Emergency ordinances; and – Lines of succession.



Review all emergency ordinances.



Review lines of succession for City Council and City management and revise if necessary.



Instruct Department Heads to maintain records of decisions made with times, dates, participants, and rationale.



If the City Attorney is not present, consider acquiring local legal counsel for duration of emergency period.



Consider establishing a Liability-Risk Management Team (e.g., City Attorney, Risk Manager) at the EOC to meet as needed to review decisions regarding potential of liability.



If an emergency appears imminent, consider implications of decision to warn or to initiate an evacuation order. For example: – – – –



Who will evacuate hospital, nursing home and day care patients? How will school population be dispersed? What about business and industry work force dispersal? Should industrial processes be shutdown?

When EOC Action Plans are developed, provide City Attorney or Liability Risk Management Team with a review copy to identify potential liability issues.

CITY OF VALLEJO, CA

A-8

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX A MANAGEMENT SECTION

Initial Response (To Most Emergencies) 

Initiate and maintain an activity log. Record the following information/requests. By date and time, note arrival time, positions activated, personnel assignments and actions taken. o Note data that needs to be shared with other EOC functions. o Record actions that require follow-up. o List actions that will be needed during recovery operations. o Identify conditions that may involve potential liability. o





Determine the appropriate level of EOC Activation, as needed. o Level 3 – Decentralized Coordination and Direction (lowest level and minor staffing)  Day to day operations.  City EOC not required. o Level 2 – Centralized Coordination with Decentralized Direction  Involvement of key agencies who collocate to provide jurisdictional or multi-jurisdictional coordination.  Area wide public information.  Determine needed resources and coordinate request and acquisition.  Maintain centralized logistical control.  City EOC may activate. o Level 1 – Centralized Coordination and Direction (highest level and full staffing)  Significant disaster requires need for centralized coordination and direction.  The City EOC is activated. Hazard

Potential

Possible Impact

Attack (Conventional or Nuclear) Civil Disturbance or Rioting Earthquake (Severe Damage) Flooding (with Evacuations) Hazardous Materials Incident Mass Casualty Incident Structural Fire/Explosion/Collapse Terrorist Activity Utility Failure (6+ Hours) Wildland Fire (with Evacuations) Severe Storm (Paralyzing)

Low

Severe

EOC Activation Level 1

Moderate Moderate High High High Moderate

Minor to Moderate Moderate to Severe Moderate to Severe Minor to Severe Minor to Moderate Minor to Moderate

2 1 2 or 3 1 to 3 2 or 3 2 or 3

Low Moderate High

Moderate to Severe Minor to Moderate Moderate to Severe

1 or 2 2 or 3 1 or 2

High

Moderate to Severe

1 or 2

Activate the EOC. o Advise the City Council of EOC activation. o Direct the Liaison or other available staff to notify appropriate EOC staff.

CITY OF VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

o o

ANNEX A MANAGEMENT SECTION

Establish and maintain contact with other involved jurisdictional chief executives and elected officials as appropriate. Advise Solano Operational Area of situation and EOC activation. (If more than two cities or one city and the county have activated EOCs, the county EOC becomes the OA EOC.)



Activate the appropriate Management Section staff: o Legal Advisor o Liaison Officer o Public Information Officer



Activate the appropriate Section Chiefs: o Operations Section o Planning/Intelligence Section o Logistics Section o Finance/Administration



Obtain a briefing from the Section Chiefs. o Magnitude and scope of the event o Areas of the City involved o Actions taken, work in progress, resources committed, and expected duration of the event o Other EOCs that are activated o Support needed for field units o Support needed to support local population



Identify needed EOC Representatives from other organizations, and ask the Liaison to request their presence.



Determine information needs and inform Management Section staff and Section Chiefs of needs. o Establish schedule for regular briefings.



Request the Planning/Intelligence Section Chief to develop an EOC Action Plan o Review and approve EOC Action Plans. o Request each Section Chief to implement their portion of the Action Plan. o Review and approve the EOC Action Plan for distribution by Planning/Intelligence Section.



Activate the Operations Section.



Activate the Logistics Section, if necessary and request coordination of resources.



Activate the Finance/Administration, if necessary and request the establishment of procedures for emergency procurements and contracting, as indicated.



Authorize release of information to news media and approve Emergency Public Information Plan.



Oversee all aspects of the response and ensure emergency needs are being addressed: o Ensure the City Council is informed regarding the status of the emergency. o Consider the need to proclaim a Local Emergency.

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

o o o o o o

ANNEX A MANAGEMENT SECTION

With the Legal Advisor, review Emergency Proclamation Procedure, and request that Legal Advisor review the appropriate proclamation form. Consider the need to enact emergency ordinances. Consider the need to implement alternate work schedules. Consider the need for continuity of City services should they be disrupted. Authorize appropriate changes in staffing. Approve appropriate emergency expenditures.



Consult with the PIO on any public notifications required, and ask PIO to monitor the following for information: o Commercial broadcast radio: KCBS 740 AM and KGO 680 AM o Other radio and television stations



Assign available staff to essential emergency functions.



Identify any potential problems for city. Direct Liaison to contact the involved response agencies, as indicated.

Extended Operations In addition to the Initial Response activities: 

Conduct regular briefings with Management Section members and Section Chiefs.



Support EOC operations to: o Deploy personnel to the field as necessary. o Ensure safety in the field.  Proper personal protective equipment is available  Communications link with the EOC is maintained



As needed, request the City Clerk to move essential records from affected areas to a safe location.



Implement the activities identified in the Checklists included as part of this Emergency Operations Plan.



Any actions involving Mutual Aid should be undertaken with a close review of existing agreements and, when known, customary practice in past emergencies.



At the onset of an emergency, determine as soon as possible whether to control critical consumables in retail and wholesale establishments: – Containerized drinking water stocks – Emergency water substitutes: carbonated beverages, beer, wine, etc. – Non-perishable and perishable food stocks – Gas and diesel fuel supplies – Pharmaceuticals

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX A MANAGEMENT SECTION



A similar, but less urgent decision may need to be made concerning items likely to be in short supply: – Radios – Portable toilets – Generators – Flashlights, batteries, candles – Gasoline lamps and camp stoves – Building materials



Request that staff note any potential policy issues as they proceed with assigned emergency responsibilities.



Consider limiting hours that retail establishments remain open.



Based on reports from Law Enforcement, consider the policy implications, and determine whether to: – Institute a curfew; and/or – Request mutual aid or National Guard law enforcement assistance.



Review existing emergency ordinances and determine if additional ordinances are required.



Allowing time for staff to report for duty, review lines of succession and modify in terms of personnel available. Policy decisions may be required to fill vacancies.



Establish emergency powers decisions regarding: – Housing the homeless – Erecting temporary shelters



Issue emergency public information announcements proactively via the media, utilizing direct contact, the Emergency Digital Information System (EDIS) or the Emergency Alert System (EAS). Copies of all announcements made will be submitted to the Documentation Staff.

□ Respond to requests for information from the media and will issue news releases and conduct media briefings as warranted by the situation. All PIO team members will coordinate through the lead PIO to assure consistency and accuracy of messages. 

If indicated (e.g., large regional events or extreme situations, such as terrorism incidents) participate in a Joint Information Center (JIC). Absent a physical JIC site, coordinate PIO activities via phone and radio.

Post Emergency

□ Potential liability implications of a post-earthquake building inspection should be closely reviewed. 

Be alert to potential liability problems regarding rebuilding during the recovery period.

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

Review Recovery Action Plans for potential liability to the City.



Determine policy on vendor and contractor payments if unable to process warrants.



Determine when the EOC can be deactivated and implement Deactivation Procedures when indicated.



When deemed appropriate, advise the City Council when the Emergency Proclamation may be terminated.



Be sure the Solano Operational Area has been notified of cessation of emergency operations and deactivation of the EOC.



Deactivate emergency EOC staffing plans.



Require all departments to accumulate detailed cost estimates of damages and personnel-related emergency response.



Conduct post-emergency review and evaluation sessions for all EOC staff.



Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know:  When deactivation will take place  Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed:  Final reports  Close-out of individual position activity logs  Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person  Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

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

Assist Finance personnel in determining what action needs to be taken to complete FEMA documents.



Review and present the After Action Report and Corrective Action Plan for adoption by the City Council.

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Attachment 3 LEGAL ADVISOR EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Advise staff assigned to perform an emergency function of the potential need to respond.



Document preparedness actions, monitor the situation, and maintain readiness posture.



Review the City of Vallejo ordinances and state and federal laws and regulations applicable to emergencies and disasters.

Initial Response 

Report to the EOC (or other designated reporting location) and obtain briefing from the Director of Emergency Services. o Magnitude and scope of event o Areas of City of Vallejo impacted o Actions taken o EOCs activated o Existing or anticipated problems/issues



Initiate and maintain an activity log. Record the following information/requests. o By date and time, note arrival time, positions activated, personnel assignments and actions taken. o Note data that needs to be shared with other EOC functions. o Record actions that require follow-up. o List actions that will be needed during recovery operations. o Identify conditions that may involve potential liability.

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

Identify available internal and external communications capabilities.



Advise the Director of Emergency Services of proclamations to be adopted and/or resolutions to be submitted to the City Council.

Extended Operations In addition to the Initial Response activities:  Monitor response status and advise the Director of Emergency Services and/or City Council of legal considerations. 

Ensure all required legal documents are available in the EOC.



Confer with the Director of Emergency Services regarding need to proclaim a Local Emergency.



Before issuing a proclamation: o Gather safety/damage inspection information (file with proclamation, used to justify State Declaration) o Always request a governor's declaration when proclaiming a Local Emergency. Be sure to include the date for the beginning date of the emergency in your cover letter o Contact City Council, County OES, and Cal OES legal advisors.



Proclaim a Local Emergency when: o Emergency conditions threaten persons and property in the City. o Response required is beyond the City's ability, and State or Federal help is needed (beyond Mutual Aid Agreements or what is ordinarily available). (CGC §§ 8632) o City Council, if not available City Manager (CGC §§ 8630/C-72), proclaims a Local Emergency within 10 days of event and requests Governor declare a State Emergency.



After a Local Emergency is proclaimed: o If made by City Manager it must be ratified by City Council within 7 days. (CGC §§ 8630) o Review need for proclamation every 14 days until terminated. (CGC §§ 8630) o Issue a proclamation terminating the emergency when special authorities or outside assistance are no longer needed.



Prepare Emergency Proclamation for signature, if indicated.



Identify areas of legal responsibility and/or potential liabilities and advise the Director of Emergency Services and/or City Council, as appropriate.



Attend EOC meetings and briefings as required.



Consult and collaborate with Section Chiefs as indicated.



Obtain any needed records or Finance/Administration Sections.

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materials

from

Planning/Intelligence

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

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Provide legal justification for mitigation measures, if necessary.

Post-Emergency 

Advise the Director of Emergency Services of the required resolution to terminate the Local Emergency proclamation.



Prepare required proclamations/resolutions.



Review claims and advise the City Council and the Director of Emergency Services of actions to be taken.



Advise City Council and City Manager on reconstruction policies.



Participate in post-emergency debriefing and critique sessions.



Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know:  When deactivation will take place  Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed:  Final reports  Close-out of individual position activity logs  Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person  Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

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Attachment 3-A PROCLAIMING A LOCAL EMERGENCY Purpose of Proclaiming a Local Emergency California Attorney General Opinion No. 79-710 was issued regarding a city proclaiming a Local Emergency. o

"Cities within a county are bound by Solano County rules and regulations adopted by the county pursuant to Section 8634 of the Government Code during a county proclaimed Local Emergency when the Local Emergency includes both incorporated and unincorporated territory of the county, even if they do not independently declare the existence of a Local Emergency."

o

"When the county proclaims a Local Emergency based upon conditions which include both incorporated and unincorporated territory of the county, it is not necessary for the city or special district to proclaim the existence of a Local Emergency independently."

While this is the opinion of the Attorney General, it is still recommended that all incorporated cities and special districts proclaim a Local Emergency, because: o

It allows them to adopt rules and regulations as long as they do not conflict with county rules and regulations.

o

It is necessary to apply for state and federal disaster assistance.

o

Politically, it sends a strong signal to constituencies that everything is being done that can be done.

Local Emergency Proclamations: 

Are necessary for requesting assistance from other jurisdictions (local, state, and federal), and applying for state and federal disaster assistance.



May be proclaimed by: o Governing body (CGC § 8630); and/or o Director of Emergency Services (CGC § 8630 provides for local ordinance to designate other individuals authorized to make proclamation).

While there are many benefits to proclaiming a Local Emergency, such a declaration should be terminated as soon as the emergency conditions prompting the proclamation have ceased (e.g.,

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immediate threats to public health and safety) (CGC § 8630). The City Attorney will process the declaration. 

According to CGC § 3100, all public agency employees are considered Disaster Service Workers and are eligible to be assigned to perform an emergency role at the time of a disaster.



Allows City Manager to require emergency services of any officer or employee, with compensation. (C-72.150a5C)



Extends liability coverage (CGC § 8655, 8656, 8657, 8658, 8659, 8660);



Gives City employees/City Council immunity for emergency actions taken.



Additional powers and authorities as detailed by local ordinance (CGC § 8634);



Allows Council/Manager to issue regulations to protect life or property, beyond emergency police powers. Example: curfew, rations, restricting sale of gas in cans. Rules must be confirmed by City Council as soon as possible.



Allows City Manager to obtain/commandeer emergency supplies or equipment beyond standard authority. Must pay fair market value. Must notify Council. (C-72.150a5B)



The ability to render mutual aid to other political subdivisions (CGC § 8631);



The ability to receive mutual aid approved by the Governor from other jurisdictions at no cost (CGC § 8633)



Allows County Supervisors to reassess damaged property and provide property tax relief. (S4.1.1)



Initiates actions to request state (CGC § 8685.4) and federal disaster assistance (PL 93-288, §§ 401 & 501); and/or



Following the declaration of a Presidential Emergency, a previously proclaimed Local Emergency enables City to get financial assistance under Natural Disaster Assistance Act for permanent restoration of public real property not used solely for recreation. (S-4.1.5.A)

Proclaiming A Local Emergency 

Identify what has happened. o

What is the primary event (i.e. wildland fire, earthquake)?

o

What are the secondary problems (hazmat incidents, fire, collapsed buildings)?

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



Determine the resources necessary to mitigate all problems. o

Are local resources capable of handling problem?

o

What problems require state assistance?

o

What problems require federal assistance?

Proclaim Existence of Local Emergency. o

Request Governor to Declare a State of Emergency if: –

– o

Emergency response problems or repair of local government damage is beyond the capabilities of local government and/or specific state resources are needed (e.g., National Guard). State assistance under the Natural Disaster Assistance Act is required.

Request Governor to request a Presidential Disaster Declaration if: –

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Emergency response problems require specific federal resources (e.g., FEMA Urban Search And Rescue Task Force) or the repair of damage to public and private properties is beyond the capabilities of local government. Federal assistance under the Stafford Act is required.

Work with EOC staff to Attempt to quantify damages (required by state for Gubernatorial Proclamation and Governor's request for Presidential Declaration) that include the damage estimates from the following multiple sources. o

Damage to private dwellings and businesses

o

Local government damage (estimated costs, if available): – Debris clearance – Emergency protective measures – Road systems – Water facilities – Buildings and equipment – Public utility systems – Other damage or costs (not listed above)



Prepare an Applicant's Agent Resolution if a federal declaration is requested or authorized (see Cal OES Form 130 or the sample format included in this plan). The City Manager may be designated, along with other managers who will be responsible for coordinating the recovery effort.



Prepare proper resolution for the City Council to terminate Local Emergency Proclamation as soon as possible.

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State and Federal Declaration: State and Federal Coordinators are appointed. Coordinators brief State and Local officials on available assistance, establish a Disaster Field Office and Disaster Application Centers, and assist the City and victims with assistance form State/Federal agencies. The President may authorize individual and family grants, and temporary housing assistance for victims.

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Attachment 3-B SAMPLE PROCLAMATIONS AND ORDERS The Legal Advisor will modify the enclosed sample Local Emergency Proclamations based on the nature of the emergency.

3-b-1

Proclamation of a Local Emergency by the Director of Emergency Services

3-b-2

Proclamation of a Local Emergency by the Director of Emergency Services and Request of the Governor to Proclaim a State of Emergency

3-b-3

Proclamation of a Local Emergency by the Director of Emergency Services and Request of the Governor to Declare a State of Emergency and Request a Presidential Disaster Declaration

3-b-4

Resolution Proclaiming a Local Emergency

3-b-5

Resolution Proclaiming a Local Emergency and Requesting the Governor to Proclaim a State of Emergency

3-b-6

Resolution Proclaiming a Local Emergency and Requesting the Governor to Proclaim a State of Emergency and Request a Presidential Disaster Declaration

3-b-7

Resolution Designating Applicant's Agent

3-b-8

Resolution Terminating the Existence of Local Emergency

3-b-9

Emergency Order

3-b-10

Curfew Order

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Attachment 3-b-1 PROCLAMATION OF A LOCAL EMERGENCY BY THE DIRECTOR OF EMERGENCY SERVICES WHEREAS, the California Emergency Services Act, Chapter 7, of the California Government Code, commencing with § 8550 confers upon the governing bodies of the political subdivisions of this state emergency powers necessary to protect health and safety and preserve lives and property; WHEREAS, § 8630 of the California Government Code, states that "a Local Emergency may be proclaimed only by the governing body of a county, city and county, or city or by an official so designated by ordinance adopted by such governing body;" WHEREAS, City of Vallejo Municipal Code Title 2, Chapter 2.50, empowers the Director of Emergency Services to proclaim the existence or threatened existence of a Local Emergency when this City is affected or likely to be affected by a public calamity and the City Council is not in session, subject to ratification by the City Council within seven days and reaffirmation every 14 days thereafter until such Local Emergency is terminated; and, WHEREAS, the Director of Emergency Services of the City of Vallejo does hereby find: That conditions of extreme peril to the safety of persons and property have arisen within this City, caused by (List Causes) , commencing on or about (Day, Date) ; and, That the City Council of the City of Vallejo is not in session and cannot immediately be called into session; That the aforesaid conditions of extreme peril to the safety of persons and property within the City of Vallejo, warrant and necessitate the proclamation of the existence of a Local Emergency; and That local resources are unable to cope with the effects of the emergency, NOW, THEREFORE, IT IS HEREBY RESOLVED AND PROCLAIMED that a Local Emergency now exists and shall continue throughout this City until terminated by the Vallejo City Council; and IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said Local Emergency the powers, functions, and duties of the Director of Emergency Services and the emergency organization of the City shall be those prescribed by state law, and by ordinance and resolutions of this City approved by the City Council, and by the City of Vallejo Emergency Operations Plan, as approved by the City Council. IT IS FURTHER ORDERED that a copy of this proclamation be forwarded to the Director of the California Office of Emergency Services.

_______________________________________________ (NAME) Date City Manager, Director of Emergency Services

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Attachment 3-b-2 PROCLAMATION OF A LOCAL EMERGENCY BY THE DIRECTOR OF EMERGENCY SERVICES AND REQUEST OF THE GOVERNOR TO DECLARE A STATE OF EMERGENCY WHEREAS, the California Emergency Services Act, Chapter 7, of the California Government Code, commencing with § 8550 confers upon the governing bodies of the political subdivisions of this state emergency powers necessary to protect health and safety and preserve lives and property; WHEREAS, § 8630 of the California Government Code, states that "a Local Emergency may be proclaimed only by the governing body of a county, city and county, or city or by an official so designated by ordinance adopted by such governing body;" WHEREAS, City of Vallejo Municipal Code Title 2, Chapter 2.50, empowers the Director of Emergency Services to proclaim the existence or threatened existence of a Local Emergency when this City is affected or likely to be affected by a public calamity and the City Council is not in session, subject to ratification by the City Council within seven days and reaffirmation every 14 days thereafter until such Local Emergency is terminated; and WHEREAS, the Director of Emergency Services of the City of Vallejo hereby find that conditions of extreme peril to the safety of persons and property have arisen within the City, caused by (List Causes) , commencing on or about (Day, Date) ; and, that the City Council of the City of Vallejo is not in session and cannot immediately be called into session; and, that the aforesaid conditions of extreme peril to the safety of persons and property within the City of Vallejo, warrant and necessitate the proclamation of the existence of a Local Emergency; and that local resources are unable to cope with the effects of said emergency. NOW, THEREFORE, IT IS HEREBY RESOLVED AND PROCLAIMED that a Local Emergency now exists and shall continue throughout this City until terminated by the Vallejo City Council; and IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said Local Emergency the powers, functions, and duties of the Director of Emergency Services and the emergency organization of the City shall be those prescribed by state law, and by ordinance and resolutions of this City approved by the City Council, and by the City of Vallejo Emergency Operations Plan, as approved by the City Council; and IT IS FURTHER ORDERED that a copy of this proclamation be forwarded to the Governor of California with the request that he declare the City of Vallejo to be in a State of Emergency; and, IT IS FURTHER ORDERED that a copy of this proclamation be forwarded to the Director of the California Office of Emergency Services with a request that it be found acceptable in accordance with the provisions of the Natural Disaster Assistance Act; and IT IS FURTHER RESOLVED that (name and title)_____________ is hereby designated as the authorized City representative for public and individual assistance for receipt, possessing and coordination of all inquires and requirements necessary to obtain available State and Federal assistance; and

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IT IS FURTHER RESOLVED that (name and title)_____________ is hereby designated as the local Hazard Mitigation Coordinator for assessing damage within the City and consulting with Federal/State survey teams about hazard mitigation actions. _______________________________________________ (NAME) Date City Manager, Director of Emergency Services Attach list of damage estimate and significant structure loss with estimated repair costs.

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Attachment 3-b-3 PROCLAMATION OF A LOCAL EMERGENCY BY THE DIRECTOR OF EMERGENCY SERVICES AND REQUEST OF THE GOVERNOR TO DECLARE A STATE OF EMERGENCY AND REQUEST A PRESIDENTIAL DECLARATION WHEREAS, the California Emergency Services Act, Chapter 7, of the California Government Code, commencing with § 8550 confers upon the governing bodies of the political subdivisions of this state emergency powers necessary to protect health and safety and preserve lives and property; WHEREAS, § 8630 of the California Government Code, states that "a Local Emergency may be proclaimed only by the governing body of a county, city and county, or city or by an official so designated by ordinance adopted by such governing body;" WHEREAS, City of Vallejo Municipal Code Title 1, Chapter 2.50, empowers the Director of Emergency Services to proclaim the existence or threatened existence of a Local Emergency when this City is affected or likely to be affected by a public calamity and the City Council is not in session, subject to ratification by the City Council within seven days and reaffirmation every 14 days thereafter until terminated; and WHEREAS, the Director of Emergency Services of the City of Vallejo Does hereby find that conditions of extreme peril to the safety of persons and property have arisen within the City, caused by (List Causes) , commencing on or about (Day, Date) ; and, that the City Council of the City of Vallejo is not in session and cannot immediately be called into session; and, that the aforesaid conditions of extreme peril to the safety of persons and property within the City of Vallejo, warrant and necessitate the proclamation of the existence of a Local Emergency; and that local resources are unable to cope with the effects of said emergency. NOW, THEREFORE, IT IS HEREBY RESOLVED AND PROCLAIMED that a Local Emergency now exists and shall continue throughout this City until terminated by the Vallejo City Council; and IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said Local Emergency the powers, functions, and duties of the Director of Emergency Services and the emergency organization of the City shall be those prescribed by state law, and by ordinance and resolutions of this City approved by the City Council, and by the City of Vallejo Emergency Operations Plan, as approved by the City Council. IT IS FURTHER ORDERED that a copy of this proclamation be forwarded to the Governor of California with the request that he declare the City of Vallejo to be in a State of Emergency; and further that the Governor request a Presidential Declaration; and IT IS FURTHER ORDERED that a copy of this proclamation be forwarded to the Director of the California Office of Emergency Services with a request that it be found acceptable in accordance with the provisions of the Natural Disaster Assistance Act; and

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IT IS FURTHER RESOLVED that (name and title)_____________ is hereby designated as the authorized City representative for public and individual assistance for receipt, possessing and coordination of all inquires and requirements necessary to obtain available State and Federal assistance; and IT IS FURTHER RESOLVED that (name and title)_____________ is hereby designated as the local Hazard Mitigation Coordinator for assessing damage within the City and consulting with Federal/State survey teams about hazard mitigation actions. _______________________________________________ (NAME) Date Director of Emergency Services Attach list of damage estimate and significant structure loss with estimated repair costs.

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Attachment 3-b-4 RESOLUTION PROCLAIMING A LOCAL EMERGENCY WHEREAS, the California Emergency Services Act, Chapter 7, of the California Government Code, commencing with § 8550 confers upon the governing bodies of the political subdivisions of this state emergency powers necessary to protect health and safety and preserve lives and property; WHEREAS, § 8630 of the California Government Code, states that "a Local Emergency may be proclaimed only by the governing body of a county, city and county, or city, or by an official so designated by ordinance adopted by such governing body;" WHEREAS, the Director of Emergency Services of the City of Vallejo does hereby find that conditions of extreme peril to the safety of persons and property have arisen within the City, caused by (List Causes) , commencing on or about (Day, Date) ; and, that the City Council of the City of Vallejo is not in session and cannot immediately be called into session; and, that the aforesaid conditions of extreme peril to the safety of persons and property within the City of Vallejo, warrant and necessitate the proclamation of the existence of a Local Emergency; and that local resources are unable to cope with the effects of said emergency. NOW, THEREFORE, IT IS HEREBY RESOLVED AND PROCLAIMED that a Local Emergency now exists and shall continue throughout this City until terminated by the Vallejo City Council; and IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said Local Emergency the powers, functions, and duties of the Director of Emergency Services and the emergency organization of the City shall be those prescribed by state law, and by ordinance and resolutions of this City approved by the City Council, and by the City of Vallejo Emergency Operations Plan, as approved by the City Council. IT IS FURTHER ORDERED that a copy of this proclamation be forwarded to the Director of the California Office of Emergency Services. ADOPTED this _____ day of __________, 20____ by the following vote: AYES: NCAL OES: ABSENT: ABSTAIN: ___________________________ ______ Mayor ATTEST: ________________________________ City Clerk APPROVED AS TO FORM AND PROCEDURE: ________________________________ City Attorney Attach list of damage estimate and significant structure loss with estimated repair costs.

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Attachment 3-b-5 RESOLUTION PROCLAIMING A LOCAL EMERGENCY AND REQUESTING THE GOVERNOR TO DECLARE A STATE OF EMERGENCY WHEREAS, the California Emergency Services Act, Chapter 7, of the California Government Code, commencing with § 8550 confers upon the governing bodies of the political subdivisions of this state emergency powers necessary to protect health and safety and preserve lives and property; WHEREAS, § 8630 of the California Government Code, states that "a Local Emergency may be proclaimed only by the governing body of a county, city and county, or city or by an official so designated by ordinance adopted by such governing body;" WHEREAS, the Director of Emergency Services of the City of Vallejo does hereby find that conditions of extreme peril to the safety of persons and property have arisen within the City, caused by (List Causes) , commencing on or about (Day, Date) ; and, that the City Council of the City of Vallejo is not in session and cannot immediately be called into session; and, that the aforesaid conditions of extreme peril to the safety of persons and property within the City of Vallejo, warrant and necessitate the proclamation of the existence of a Local Emergency; and that local resources are unable to cope with the effects of said emergency. NOW, THEREFORE, IT IS HEREBY RESOLVED AND PROCLAIMED that a Local Emergency now exists and shall continue throughout this City until terminated by the Vallejo City Council; and IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said Local Emergency the powers, functions, and duties of the Director of Emergency Services and the emergency organization of the City shall be those prescribed by state law, and by ordinance and resolutions of this City approved by the City Council, and by the City of Vallejo Emergency Operations Plan, as approved by the City Council; and, IT IS FURTHER ORDERED that a copy of this proclamation be forwarded to the Governor of California with the request that he declare the City of Vallejo to be in a State of Emergency; and IT IS FURTHER ORDERED that a copy of this proclamation be forwarded to the Director of the California Office of Emergency Services with a request that it be found acceptable in accordance with the provisions of the Natural Disaster Assistance Act.

ATTEST: ________________________________ City Clerk APPROVED AS TO FORM AND PROCEDURE: ________________________________ City Attorney Attach list of damage estimate and significant structure loss with estimated repair costs.

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Attachment 3-b-6 RESOLUTION PROCLAIMING A LOCAL EMERGENCY AND REQUESTING THE GOVERNOR TO DECLARE A STATE OF EMERGENCY AND REQUEST A PRESIDENTIAL DISASTER DECLARATION WHEREAS, the California Emergency Services Act, Chapter 7, of the California Government Code, commencing with § 8550 confers upon the governing bodies of the political subdivisions of this state emergency powers necessary to protect health and safety and preserve lives and property; WHEREAS, § 8630 of the California Government Code, states that "a Local Emergency may be proclaimed only by the governing body of a county, city and county, or city, or by an official so designated by ordinance adopted by such governing body;" WHEREAS, the Director of Emergency Services of the City of Vallejo Does hereby find that conditions of extreme peril to the safety of persons and property have arisen within the City, caused by (List Causes) , commencing on or about (Day, Date) ; and, that the City Council of the City of Vallejo is not in session and cannot immediately be called into session; and, that the aforesaid conditions of extreme peril to the safety of persons and property within the City of Vallejo, warrant and necessitate the proclamation of the existence of a Local Emergency; and that local resources are unable to cope with the effects of said emergency. NOW, THEREFORE, IT IS HEREBY RESOLVED AND PROCLAIMED that a Local Emergency now exists and shall continue throughout this City until terminated by the Vallejo City Council; and IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said Local Emergency the powers, functions, and duties of the Director of Emergency Services and the emergency organization of the City shall be those prescribed by state law, and by ordinance and resolutions of this City approved by the City Council, and by the City of Vallejo Emergency Operations Plan, as approved by the City Council. IT IS FURTHER ORDERED that a copy of this proclamation be forwarded to the Governor of California with the request that he declare the City of Vallejo to be in a State of Emergency; and further that the Governor request a Presidential Declaration; and IT IS FURTHER ORDERED that a copy of this proclamation be forwarded to the Director of the California Office of Emergency Services with a request that it be found acceptable in accordance with the provisions of the Natural Disaster Assistance Act. ATTEST: _ _______________________________ City Clerk APPROVED AS TO FORM AND PROCEDURE: _ _______________________________ City Attorney Attach list of damage estimate and significant structure loss with estimated repair costs.

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Attachment 3-b-7 RESOLUTION DESIGNATING APPLICANT'S AGENT WHEREAS, 44 Code of Federal Regulations Part 206 designates states responsible for processing federal disaster assistance subgrants to local agencies; and WHEREAS, Title 19 of the California Code of Regulations Sub-chapter 5 establishes the regulations for applying for state and federal disaster assistance and requires the designation of Local Authorized Agents to be designated to represent local jurisdictions. NOW, THEREFORE, BE IT RESOLVED that:

Name

or Title

Name

or Title

Name

or Title

is hereby authorized to execute for and in behalf of the City of Vallejo, a public entity established under the laws of the State of California, an application for disaster assistance and to file in the Office of Emergency Services for the purpose of obtaining certain state financial assistance under the Natural Disaster Assistance Act. The City of Vallejo, a public entity established under the laws of the State of California, hereby authorizes its agent to provide to the California Office of Emergency Services for all matters pertaining to such state disaster assistance the assurances and agreements required. ADOPTED this _____ day of __________, 20____ by the following vote: AYES: NOES: ABSENT: ABSTAIN: __________________________ Mayor ATTEST: ________________________________ City Clerk APPROVED AS TO FORM AND PROCEDURE: ________________________________ City Attorney

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Attachment 3-b-8 RESOLUTION TERMINATING THE EXISTENCE OF LOCAL EMERGENCY (AS PROCLAIMED BY CITY COUNCIL) WHEREAS, the California Emergency Services Act, Chapter 7, of the California Government Code, commencing with § 8550 confers upon the governing bodies of the political subdivisions of this state emergency powers necessary to protect health and safety and preserve lives and property; WHEREAS, § 8630 of the California Government Code, states that "the governing body shall review, at least every 14 days until such emergency is terminated, the need for continuing the Local Emergency;" WHEREAS, City of Vallejo Municipal Code Chapter 2.50, states that the City Council shall review, at least every 14 days until such emergency is terminated, the need for continuing the Local Emergency, and shall proclaim the termination of such Local Emergency at the earliest date the conditions warrant; WHEREAS, a Local Emergency exists in the City of Vallejo in accordance with the proclamation by the City Council on the (Date) as a result of conditions of extreme peril to the safety of persons and by property by (List Causes) ; and, WHEREAS, the situation resulting from said conditions of extreme peril is now deemed to be within the control of normal protective services, personnel, equipment, and facilities of and within the City of Vallejo; NOW, THEREFORE, the City Council of the City of Vallejo, State of California, hereby proclaim the termination of said Local Emergency. IT IS FURTHER ORDERED that a copy of this resolution be forwarded to the Director of the California Office of Emergency Services.

ADOPTED this _____ day of __________, 20____ by the following vote: AYES: NOES: ABSENT: ABSTAIN: __________________________ Mayor ATTEST: ________________________________ City Clerk APPROVED AS TO FORM AND PROCEDURE: ________________________________ City Attorney

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Attachment 3-b-9 EMERGENCY ORDER Pursuant to Government Code 8634 and the City's Proclamation of a Local Emergency dated , 20 , I hereby order that all law enforcement officers under the command of the City of Vallejo Chief of Police are hereby authorized and directed to: * Take all steps necessary to cause the dispersal and prevent the continuation of any gathering of people in the City of Vallejo whenever the law enforcement officer on the scene has reason to believe the gathering endangers or is likely to endanger persons or property; and, * Require the person in charge of any property located on streets or any other areas open to the public in the City of Vallejo to remove the property whenever ordered to do so by a law enforcement officer based on that officer's determination that removal of the property is necessary for the preservation of public safety and/or property; and, * Implement a policy of custodial arrests, rather than citations, for violations of any orders issued by the City of Vallejo pursuant to the City's Proclamation of Local Emergency and Government Code 8634. Failure of any person to comply with any order issued by a law enforcement officer pursuant to this order commits a misdemeanor and is subject to immediate arrest.

Date:

CITY OF VALLEJO, CA

By:

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Attachment 3-b-10 CURFEW ORDER Pursuant to Government Code 8634 and the City's Proclamation of a Local Emergency dated , 20 , I hereby declare a curfew in the City of Vallejo. [Insert exact description of boundaries to be included in curfew area] Effective (date) from p.m. through a.m., and continuing each day until revoked. Under the terms of the curfew imposed by this order, it shall be unlawful for any person to loiter, idle, wander, stroll, drive, walk or otherwise be present upon the public streets, highways, roads, alleys, parks, playgrounds, or other public grounds, public place and public buildings, places of amusement and eating places, vacant lots or similar place between the hours of sunrise and sunset (as specified above); provided that the curfew shall not apply when verification of an adult undertaking an emergency errand or when presenting verification of traveling directly to, or returning directly home from work I further proclaim that the following rules and regulations shall be applicable at all times within the curfew area: 1. It shall be unlawful for any retail establishment to sell, dispense or otherwise distribute alcoholic beverage within the curfew area. 2. It shall be unlawful for any person to dispense gasoline from any retail establishment within the curfew area into any container other than the fuel tank of a motor vehicle. 3. It shall be unlawful for any person to possess in public place within the curfew area a container containing gasoline, kerosene, lighter fluid or other flammable liquid without apparent lawful cause. 4. It shall be unlawful for any person to sell firearms or ammunition within the curfew area. Any person violating this order may be subject to immediate arrest.

Date:

CITY OF VALLEJO, CA

By:

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Attachment 4 LIAISON OFFICER EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review appropriate EOP annex, standard operating procedures and checklists.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 

Establish contact with Operations Chief/Incident Commander and request briefing



Obtain briefing from the Director of Emergency Services. o Magnitude and scope of event o Areas of City and near the City that have been affected o Actions taken o EOCs activated (if known) o Existing or anticipated problems/issues



Initiate and maintain an activity log. Record the following information/requests. o By date and time, note arrival time, positions activated, personnel assignments and actions taken. o Note data that needs to be shared with other EOC functions. o Record actions that require follow-up. o List actions that will be needed during recovery operations. o Identify conditions that may involve potential liability.



Identify available internal and external communications capabilities.

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

Make notifications as directed by the Director of Emergency Services.



Ensure the following agencies/representatives have been notified of the EOC activation. o Affected special districts and neighboring cities o Solano County Office of Emergency Services



Assign staff to process guests arriving at the EOC. o Assure EOC staff has identification o Provide EOC sign-in sheet

□ Liaison with affected special districts and neighboring cities and Solano County Office of Emergency Services Extended Operations In addition to the Initial Response activities: 

Identify Agency Representatives from involved agencies, including communications links and locations and brief, as necessary.



Provide a point-of-contact for assisting and cooperating Agency Representatives. o Assisting Agency - directly contributing support or service resources to another agency o Cooperating Agency - supplying assistance other than direct support or service functions to incident control efforts



Review the EOC Briefing Procedure with the Director of Emergency Services and discuss how to integrate Agency Representatives.



Monitor emergency operations to identify current or potential inter-organizational problems and advise the Director of Emergency Services.



Monitor Operations Section and Planning/Intelligence Section Situation Status Board to track status of any potential inter-agency problems.



Assist the PIO with arrangements for visiting dignitaries, as available.



Upon EOC deactivation, make notifications to all agencies involved with the response and whose EOCs were also activated.

Post Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know:  When deactivation will take place  Whom they should contact (include phone number) for the completion of ongoing actions or new requirements

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

Ensure the following activities have been completed:  Final reports  Close-out of individual position activity logs  Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person  Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

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Attachment 4-A AGENCY REPRESENTATIVE EMERGENCY ACTION CHECKLIST The City Liaison Officer uses this checklist as part of an orientation for Agencies asked to send a representative to the City EOC. It provides enough information to keep the Agency Representative engaged. How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Checklist: 

Obtain briefing from Liaison Officer or the Director of Emergency Services. o Ensure EOC staff is aware of the available resources your agency has to offer. o If representing an incorporated city or special district, be prepared to participate in Unified Command, as appropriate.



Establish working location. Advise jurisdiction/agency personnel involved in the emergency that your agency is represented in the EOC.



Attend EOC planning meetings and briefings as required.



Provide input on use of agency resources if no resource-use advisors are assigned.



Cooperate fully with the Director of Emergency Services on agency's involvement in the emergency.



Ensure the well-being and safety of agency personnel involved in the emergency.



Advise Liaison Officer of any special agency needs or requirements.



Determine if any special reports or documents are required and complete, as necessary.



Report to agency dispatch or jurisdiction on prearranged schedule.

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

Ensure that all agency personnel and/or equipment is properly accounted for and released prior to your departure.



Ensure that all required agency forms, reports and documents are completed prior to your departure from the EOC.



Participate in post-event debriefing and critique.



Provide input to the After Action Report, as requested.

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ANNEX A CRISIS COMMUNICATION & EMG PUBLIC INFO

ANNEX A Crisis Communication and Emergency Public Information Plan PURPOSE This attachment describes the Public Information Officer function in two types of situations: a crisis or disaster. Crisis:

The first sections of this plan identify tasks to take in any type of situation which is out of the ordinary, e.g., something other than the normal delivery of city services and garners the interest of the public or media. The Public Information Officer role described herein may be fulfilled by one person or require a team of staff to support the function and public reaction to the situation. The plan describes how to bring together the necessary staff to begin preparing a public information strategy and, if necessary, to disseminate information to employees and the public. The plan applies to a very broad array of situations and uses the concepts and organization of the Incident Command System which is encouraged when implementing the public information plan for daily operations, crisis or disaster conditions.

Disaster: Later sections of this plan identify tasks to take during a disaster (or major incident) which affects a large number of lives and/or property. The larger incident or event typically takes a TEAM approach. The role of public information in a disaster or major incident is a specialized one, and is described by state and federal emergency management response directives. These sections of the plan comply with guidelines set forth in the National Incident Management System and, therefore, are much more detailed. The size and scope of the disaster will dictate which of the elements of the plan must be implemented. PLAN REVIEW, TRAINING Any staff member who may deliver or assist in the delivery of public information during a crisis or disaster should regularly and completely review this plan. Updates should be completed regularly. For this plan to be successfully understood and implemented during a crisis or disaster, it is imperative that all key City of Vallejo staff who may be involved in leading or supporting public information efforts participate in training regarding emergency public information, including the purpose, role, strategies and tactics described in this plan. CREATIVITY AND FLEXIBILITY Flexibility and creativity are required to implement any effective public information effort. This plan describes in as much detail as possible the recommended steps to respond to nearly any type of

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situation. However, it is impossible to put into writing every potential response to every conceivable situation. Therefore, common sense plays a critical role during any crisis or disaster. BASIC PUBLIC INFORMATION OFFICER RESPONSIBILITIES The basic responsibility of any Public Information Officer whether it is a crisis or disaster includes:  Respond to inquiries from the news media and the public.  Monitor the news media to detect and correct misinformation and to identify emerging trends or issues.  Advise any on-scene Incident Command or city management on public information issues and advocate for the community to ensure its public information needs are addressed.  Manage the release of emergency public information and warnings.  Coordinate, clear with appropriate authorities, and disseminate accurate and timely information related to the disaster. INCIDENT COMMAND SYSTEM AND THE PUBLIC INFORMATION OFFICER The ICS is a widely-applicable management system designed to enable effective and efficient incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. Under the Incident Command System (the system that defines the operating characteristics, management components, and organizational structure), the PIO is a key staff member supporting the Incident Command structure. The PIO advises and represents the Incident Command on all public information matters relating to the management of the incident. If there is an incident in the field, the Incident Commander may be the law, fire or public works supervisor at the scene. In a crisis incident without a field component, the Incident Commander may be the Department Director or the City Manager.

Public Information Principles Effective public information systems are founded upon three basic principles:  The Public Information Officer (PIO) supports the Incident Command.  Public information functions must be coordinated and integrated across jurisdictions and across functional agencies; among federal, state, local, and tribal partners; and with private-

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

ANNEX A CRISIS COMMUNICATION & EMG PUBLIC INFO

sector and nongovernmental organizations. (This may be accomplished by establishing a Joint Information System.) Organizations participating in incident management retain their independence.

The Public Information Officer Supports the Incident Command Under the ICS, the PIO is a key staff member supporting the Incident Command structure. The PIO represents and advises the Incident Command on all public information matters relating to the management of the incident. The PIO handles media and public inquiries, emergency public information and warnings, rumor monitoring and response, media monitoring, and dissemination of accurate and timely information related to the incident, particularly regarding information on public health and safety and protection. The PIO is also responsible for coordinating public information at or near the incident site and serving as the on-scene link to the Joint Information System (JIS). In a large-scale operation, the on-scene PIO serves as a Field PIO with links to the Lead PIO at the Emergency Operations Center when activated or a Joint Information Center (JIC), which is typically co-located with the federal, regional, state, local, or tribal Emergency Operations Center (EOC) tasked with primary incident coordination responsibilities. The JIS provides the mechanism for integrating public information activities among JICs, across jurisdictions, and with private-sector and nongovernmental organizations. Activating a Joint Information System The PIO is responsible for knowing when and how to activate a Joint Information System (JIS). The JIS is the method of operating during an incident that allows multiple PIOs to coordinate information and integrate messages to avoid confusing the public. See Attachment 6-E. Public information functions must be coordinated and integrated across jurisdictions and across functional agencies; among federal, state, local, and tribal partners; and with private-sector and nongovernmental organizations. During an incident, the public may receive information from a variety of sources. The Joint Information Center (JIC) provides a location for organizations participating in the management of an incident to work together to ensure that timely, accurate, easy-to-understand, and consistent information is disseminated to the public. The JIC includes representatives from each organization involved in the management of an incident. In large or complex incidents, particularly those involving complex medical and public health information requirements, JICs may be established at various levels of government. All JICs must communicate and coordinate with each other on an ongoing basis. Public information functions must also be coordinated with operational security matters that are the responsibility of the information and intelligence function of the ICS, particularly when public awareness activities may affect information or operations security. Organizations participating in incident management retain their independence ICS and multi-agency coordination entities are responsible for establishing and overseeing JICs, including processes for coordinating and clearing public communications. In the case of Unified Command (UC), the departments, agencies, organizations, or jurisdictions that contribute to joint public information management do not lose their individual identities or responsibility for their own programs or policies; rather, each entity contributes to the overall unified message. CITY OF VALLEJO, CA

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PUBLIC INFORMATION OFFICER AS AN INDIVIDUAL OR TEAM The emergency public information role remains essentially the same, regardless of the type and size of the event. The system allows for flexibility and scalability to meet the needs of the incident. Rarely, but on occasion, a single individual can serve as the PIO. Relying on one person as a Public Information Officer, rather than a Public Information Team, should only take place when the incident is expected to have a short duration, is not overly complex, and will not generate a significant amount of media attention. For this reason most of this plan is written with a “team” in mind. See Attachment 6-H and J for “team” responsibilities and assignments. In an incident that grows, the number of individuals needed to carry out emergency public information activities must also grow. This group of individuals makes up the Emergency Public Information Team (EPIT). The person who leads the team is referred to as the Lead PIO. This allows for one person to be responsible for determining what staffing levels are needed, what elements of this plan should be implemented, when public information officers are needed at different locations (known in this plan as Field PIOs), and when the JIS/JIC should be activated. WHAT IS A CRISIS? Not all situations require full activation of the City of Vallejo’s Emergency Operations Plan (EOP). For purposes of this plan, these non-disaster incidents are referred to as a “crisis.” Examples of these might include: Agency investigation Controversial lawsuit Accusation of discrimination based on race, sexual preference, or gender Serious injury to employee or resident (particularly at a City facility) Protest Strike Physical violence between co-workers Theft Embezzlement Lavish or inappropriate spending by staff or elected/appointed officials Death of top staff or elected/appointed official Arrest of city official Plane crash

Train crash Major service interruption Computer system issues, including loss of data or stealing of data Employee accused of high-profile crime Sexual harassment case Explosion Rape or assault on agency property or in agency facility Hazardous Materials Spill Top official caught lying Facility closing Union grievance Transportation issues, including roadway closure or public transit shutdown

Public Information Officer in a Crisis Effective crisis communications with the public requires that certain staff be responsible for assessing the need for and implementing a public information plan and program. The default position responsible for public information is:

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1. 2. 3. 4.

ANNEX A CRISIS COMMUNICATION & EMG PUBLIC INFO

Department Director most affected by the situation Person assigned by the Department Director Person designated by the City Manager A lead person from a cross-Department team

In all conditions, use of the Incident Command System will aid in the response and help coordinate information in an orderly fashion. Managing public information during a crisis may be managed by one person or a team of trained staff. Public Information Officer in a Disaster A disaster which results in the activation of the Vallejo Emergency Operations Plan will require public information activity consistent with the National Incident Management System. The effort will be lead by the staff identified in the City of Vallejo Emergency Operations Plan: 1. Administration Anaylst 2. Person Designated by the City Manager (EOC Director) The National Incident Management System was developed by the federal government to provide a consistent nationwide approach for federal, state, local, and tribal governments; the private sector; and nongovernmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for compatibility among federal, state, local, and tribal capabilities, NIMS includes a core set of concepts, principles, and terminology. These are identified as the Incident Command System (ICS); Multi-agency Coordination Systems; training; identification and management of resources; qualification and certification; and the collection, tracking, and reporting of incident information and incident resources. The emergency public information systems described in the National Incident Management System are designed to effectively manage public information, regardless of the size and complexity of the situation or the number of entities involved in the response. These concepts and suggested staffing plans are encouraged during crisis situation. An Evolving Situation – An Example The process of getting information to the public will evolve as an incident becomes bigger, grows in any way, impacts additional public agencies, requires more resources, etc. Imagine an incident that begins with a small accident involving a public bus. The initial reaction involves typical emergency actions to ensure public safety. The response evolves and becomes more complex when it is revealed that the driver lost consciousness after exhibiting flu-like symptoms and several passengers were also exhibiting symptoms. Public health now becomes involved, an EOC is activated and a JIC established, and the investigation intensifies. The following describes how the process of getting information to the public will have changed along with the situation. PIO Task

Gather Information

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Initial Response: PIO will... 

Situation Escalated: Lead PIO will...

Ask responders onscene, call other sources as needed

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Incident Command)  Ask for resources from the EOC staff, if

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PIO Task

ANNEX A CRISIS COMMUNICATION & EMG PUBLIC INFO

Initial Response: PIO will... 

Situation Escalated: Lead PIO will...

Observe news media coverage for accuracy of reporting and rumors

   

Verify Information

 Consult with Incident

Command  Determine need for information team Coordinate and Plan

Disseminate Information

activated Attend regular briefings Use incident reports Observe news media coverage for accuracy of reporting and rumors Consider use of JIS

 Consult with other PIOs  Consult with other sources in the EOC  Consult Field PIOs

 Get approval of media

 Coordinate with other PIOs in the JIS (if

releases from the Incident Command (verbal okay)  Determine need for additional PIO resources to staff a dissemination team

activated) to identify key messages  Use prescribed protocol; use additional review as needed and as time allows  Document the process

 Primarily respond to

 Schedule media briefings  Give interviews (face-to-face; phone)  Arrange news conferences with multiple

reporters’ questions and give interviews  Distribute pre-scripted information such as backgrounders or factsheets, if possible

spokespersons  Issue news releases—based on templates

and unique to the incident (distributed electronically and by other means)  Use other tools, technology as appropriate

Progression from Normal Business to Crisis to Disaster As illustrated in the above example, an incident can grow from a somewhat routine response by city staff into a crisis, which would require a different, more complex and larger response. The incident could grow further to become a disaster, requiring the activation of the city’s Emergency Operations Plan and Emergency Operations Center and the establishment of formal public information support functions. Activating this Crisis Communication or Emergency Public Information Plan Transiting from normal business mode to crisis mode is based on several factors and each incident will have a unique set of circumstances. Therefore, it’s impossible to list the firm criteria upon which the city should transition into crisis response mode. However, if the answer to any of the following is an affirmative response, city staff should proceed to review and implement this plan. 1. Does life- or property-saving information need to be communicated in an urgent manner?

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2. Have lives been lost or public/private property been damaged? 3. Will the news media cover the incident in a significant and ongoing way (thus indicating the likelihood of a significant amount of public interest)? 4. Are a large number of city resources required to respond (thus indicating that the public should be aware of how their tax dollars are being spent)? 5. Was there any type of mistake, wrong-doing, or accident which requires that the public receive an explanation? 6. Are city properties, facilities, equipment, funds, or personnel broadly involved?

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Attachment 6-A CRISIS COMMUNICATIONS PLAN TRIGGERS AND DEPARTMENT ROLES TRIGGERS As soon as the city learns of an incident or issue which will require a coordinated public information response, key staff should gather at City Hall, the site of the situation, or via conference telephone call. An initial set of questions should be considered by those gathering to coordinate the city’s response: 1. What has occurred and who are the victims (or who has the potential to be affected)? 2. What property/facilities have been damaged or are threatened? Note public or private property. 3. How and why did this situation take place? 4. What is city’s position on this matter and response to the situation? 5. Who needs to be informed? a. Employees b. Families of employees c. Neighbors d. Public (or subgroups, such as seniors, parents, etc.) e. News media 6. Does the situation have political or other high-profile characteristics? 7. Should these audiences be informed proactively or responsively? Will responding proactively alleviate or exacerbate the situation? 8. What internal resources/expertise can be called upon for assistance? 9. What external resources/expertise or allies can be called upon for assistance? 10. What can be done to anticipate how this crisis or issue may evolve and to contain further escalation of the matter? 11. Does the severity and magnitude of the situation warrant activation of the EOP and EOC? 12. Is it likely a Joint Information System or Joint Information Center will help facilitate the coordinated dissemination of incident information? See Attachment 6-E. 13. Who should be the Lead PIO? See Attachment 6-H and J for info and Checklist that outlines tasks. 14. Who should support the Lead PIO? See Attachment 6-H and J for info and Checklists for other positions and tasks.

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CITY DEPARTMENT ROLES The following departments are responsible for and would take the lead in coordinating the city’s response to the following type of incidents: Department City Administration/City Clerk Human Resources Public Works

Fire

Building Inspection Police

Incident Type City Council Issues; Overall City Administration City Policy; Employee Injury or Death Capital Improvement; Traffic Engineering; Stormwater; Street Maintenance; Solid Waste; City Property;

Staff Responsible City Clerk City Manager Director, Human Resources

Hazardous Materials Incident; Medical Response; Fire Response Building and Safety;

Battalion Chief on scene Battalion Chief on call Fire Chief Director of Building Inspection Chief Captain Lieutenant

Crime Scene; Traffic Accident; Event with Casualty

Director, Public Works

Note that this plan provides guidelines for responding to an incident with city-wide implications or to an incident which involves more than one department. Each city department is encouraged to use this plan and operational considerations for consistency. Each department may operate under its own crisis communications protocols that reflect departmental structure and staffing. It is important to recognize, however, that even though individual departments may vary in their approach to crisis information efforts, this plan should be considered the primary document for providing a coordinated public information program. This plan should prevail in any situation where there is a discrepancy between the plan and individual departmental operations.

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Attachment 6-B CRISIS RESPONSE CHECKLIST In most situations it makes sense to establish a team to assist in managing the media, and the following checklist presumes a team has been established. Within the First 60 Minutes

 Contain the immediate crisis □ □ □

Ensure that calls have been made to all appropriate emergency responders (e.g. call 911 if appropriate) Coordinate and cooperate with emergency responders Notify/coordinate response with operations personnel

 Follow internal notification process □ □ □

Notify appropriate Department Director(s) Notify City Manager and, if requested by CM, City Council Identify and communicate with other response agencies

 First meeting or conference call to quickly assess and gather known facts □ □ □ □ □ □ □ □

What happened? How did it happen? When did it happen? What was the cause? Were there any injuries? What was the extent of the damage? Is there any current or ongoing danger? What recovery efforts are underway?

 Notify front counter employees to direct calls from media, community, government, and family members to an appropriate PIO team member if activated, or a pre-recorded voice mailbox

 Notify appropriate staff of the possibility that media may show up at City Hall. Direct the media to a predetermined location, if possible. o Determine need for information team? See Attachment 6-H and J. o Determine need for dissemination team? See Attachment 6-H and J.

 Organize a public information response, based on what is known; discuss whether to wait for more information or communicate proactively

 Draft appropriate holding statement/press release/talking points  Draft potential Q&A document  Outreach to and coordinate with other departments and outside agencies on what is to be published

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 Determine if experts outside of city staff are needed  After approval of Department Director or City Manager, distribute initial holding statement to the media

First 90 Minutes

 Determine crisis level and response actions needed for self and other team members  Ensure clear understanding of internal roles and responsibilities of the team  Each team member should assume their role as described in the Attachments 6-D and F  Assess the need to bring in subject matter experts or additional outside resources  If the situation dictates, be sure that at least one PIO is at the incident site, if a scene is specified and Incident Commander present

 After discussing proactive vs. responsive communication, decide on best communication method □ □ □ □ □

Holding statement News release Individual reporter briefings Phone notification of key audiences Web site

 Identify who will speak in front of the media as a spokesperson or spokespeople and any potential third party subject experts

 Update city management on the public information response  Send internal communication to front counter employees  Begin media and Internet monitoring  Identify location for media briefings that is away from the incident site  With Department Director and/or City Manager determine the level of crisis response – o o o o

Is this a local crisis? What are the national implications? What are the implications for employees? What are the implications for the public?

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 Obtain administrative assistance thru the team to complete the following: □ □ □

Record or update all facts Screen media, government agency, and public calls and provide information to the appropriate staff Distribute public information materials upon approval

 Disseminate public information, as appropriate and approved  Consider all other interested parties/stakeholders/audiences/Joint Information Center and communicate appropriately

First 2 Hours

 Conduct PIO team update  Identify any security, legal and liability issues with appropriate staff  Discuss and prepare public information strategies/tactics and gain approval of Department Director and/or City Manager

 Assess the need for additional personnel and equipment resources; if the response appears to require 24/7 attention, sufficient personnel must be available to staff all shifts

 Update key stakeholders not already reached  Continue communicating with employees  Review media messages and practice media questions with person designated to be the spokesperson in front of media to be sure s/he can communicate city approved messages with external audiences

 Assess need to hold news briefing or other proactive communications  Monitor and evaluate news coverage and correct inaccurate information  Receive update from city staff in the field, if applicable  Communicate, as appropriate, with the media  Coordinate with outside agency PIOs, if applicable o

Activate a Joint Information System or Center as needed

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By End of Day One

 Shift from reactive to proactive communications (emphasize concern and efforts to resolve the crisis and prevent future incidents)

 Monitor and evaluate news coverage and correct inaccurate information  Assess need to address rumors circulating internally or on Internet  Monitor the continuing crisis situation to determine next steps: □ □ □

Conduct news briefing as the incident warrants Provide periodic updates and individual interviews to the media Post updates to the Web site

 Evaluate the need for and prepare or update any of the following communications documents: □ □ □

News releases or media advisory Internal list of questions and answers Letters to key stakeholders

 Ensure all facts are documented and well-organized  Ensure action steps are documented and well-organized  Assess the need for additional personnel and equipment resources  Assess need for further support from technical experts or third party experts  Brief or update legislative and regulatory audiences, where appropriate  Receive briefing from Incident Command and identified field staff  Brief or update the media  Continue coordination with outside agency PIOs  Plan for shift change as needed Day Two

 Review media messages with City Manager/Department Director and what was published by media  Identify additional city messages and spokesperson to deliver message in front of media  Continue shift from reactive to proactive communications (emphasize concern and efforts to resolve the crisis and prevent future incidents)

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 Evaluate overnight news coverage and news coverage to date, and correct inaccuracies  Monitor news coverage and the Internet to assess stakeholder, media, and public reaction to the crisis

 Evaluate the continuing crisis situation to determine next steps: □ □ □

Conduct news briefing as conditions warrant Provide periodic updates and individual interviews to the media Post updates to the Web site

 Evaluate the need for and prepare any of the following communications documents: □ □ □

News releases or media advisory Internal list of questions and answers Letters to key stakeholders

 Review media messages and practice media questions with person designated to be the spokesperson in front of media to be sure s/he can communicate messages with external audiences

 Maintain list of incident facts collected from the Incident Commander and responders  Revise and update key messages and talking points  Prioritize responses to external audiences  Assess the need for additional personnel and equipment resources  Receive briefings from field staff, technical experts  Prepare a communications plan for the day and communicate with city staff  Brief key legislators, local government officials, if applicable  Update the media  Continue coordination with outside agency PIOs Ongoing

 Review media messages with City Manager/Department Director and what was published by media  Continue shift to proactive public information (emphasize concern and efforts to prevent future incidents; explain how incident happened, when available)

 Evaluate news coverage and correct inaccuracies

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 Monitor news coverage and the Internet to assess stakeholder, media, and public reaction to the crisis; gauge ongoing information efforts based on this assessment

 Evaluate the continuing crisis situation to determine next steps: □ □ □

Conduct news briefing as events warrant Provide periodic updates and individual interviews to the media Post updates to the Web site

 Update public information documents  Update list of all facts collected from the Incident Commander and responders  Revise and update key messages and talking points  Prioritize responses to external audiences  Assess need for additional personnel or equipment resources  Receive briefings from field staff, technical experts  Prepare a public information plan for ongoing information efforts and communicate with internal audiences

 Continue to identify key audiences and provide information efforts accordingly  Continue coordination with outside agency PIOs  When the Incident Commander or Department Director identifies the incident is over, announce the conclusion to the news media

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INFORMATION DISSEMINATION TOOLS Internal Communications Tool 1. Intranet 2. Employee Email 3. Employee Voice Mail 4. Script for front line staff 5. 6. 7. 8.

Responsibility

External Communications Tool Responsibility 1 Holding Statement 2. Press Release 3. Q&A 4. Public Telephone Bank 5. Web site 6. Broadcast or Small Group Emails: City, Parks, School System 7. Emergency Alert System (see appendix for implementation procedures) 8. County Community Warning System 9. 10.

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Implemented

Concluded

Implemented

Concluded

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Attachment 6-C INFORMATION AND INCIDENT PROGRESSION CRISIS OR DISASTER Step 1: Gather Information or Receive Notification of Unusual Occurrence The first step in the process of getting information to the public during a crisis or disaster is information gathering.  Assess Magnitude; coordinate with Police or Fire  Notify City Manager if appropriate  Notify Department Directors, Council if directed  Monitor occurrence to determine if you go to Step 2 or 3 Information Sources include:  Department Staff  Department Directors  First Responders, emergency personnel who arrive at a scene  News Media, who often learn of situations by monitoring emergency dispatchers or calls from the public  EOC Managers, if an EOC has been activated  Field PIOs/Others on Scene, if there’s a specific site where an incident has occurred  PIOs from Other Agencies, Organizations, if the issue/incident involves more than just the City of Vallejo, e.g.: 1. Where did the incident occur? o County staff for public health 2. What happened? o Other jurisdictions – school and fire district 3. Are there injuries or deaths? 4.

Who is involved and responsible?

5. When did events occur? Step 2: Verify 6. How could it have happened?  Determine extent of incident 7. Where might the problem expand?  Confirm facts; answer questions in box at right ►  Coordinate with on-scene PIOs from Police and Fire, if present  Determine whether to activate the Crisis Communication or Emergency Public Information Plan

Information Sources include:  Department Directors/Department Staff  City Manager  EOC Director/Other EOC Sources  Field PIOs  Subject Matter Experts Step 3: Coordinate Information - Activate Emergency Public Information Plan  Does adequate Public Information require one person or a team of staff to provide sufficient resource?  Coordinate information flow with Police, Fire, other first responders  Inform City Management, Department Directors, other staff as needed if team is activated

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Step 4: Initiate Response via Action Plan  Report to the Incident Commander at incident site or to Emergency Operations Center  Draft materials and obtain approval prior to disseminating o holding statement o press release o Q&A o fact sheet o employee notice o Web presence  Make staffing assignments if team is activated  Determine need for Media Briefing Center; determine need to provide Field PIO Step 5: Disseminate Internal Information  Use multiple methods to communicate  Inform managers not yet aware of or involved about the incident  Disseminate alerts to all employees, as appropriate  With City Manager determine how to communicate with council and other officials  Work with Human Resources to manage information about injured/impacted employees Step 6: Disseminate External Information  Distribute media statements/materials; Conduct briefings (phone, Field, Media Briefing Center)  Post information on Web site / activate site (inform media about Web site as information source) - Use multiple methods to communicate  Determine if Joint Information System is needed; consult with Incident Commander  Evaluate all external audiences and need for various available communications tools  Monitor media for accuracy; correct reports as needed Step 7: Incident Information Flow  Continuous update of statements / releases using all appropriate communications tools  Maintain incident log (written, visual, stills, video) & contact log  Evaluate need for additional staffing resources / implement shift system to meet staffing needs Step 8: Conduct Incident Wrap-Up / Post Incident Review  Analyze media coverage, community feedback  Provide feedback regarding Emergency Public Information Plan  Revise Crisis Communication and Emergency Public Information Plan

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Attachment 6-D FORMS Media Contact Log Date

Name of Caller

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Questions Issue

/ Telephone

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Assigned To

Notes / Needs

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Media Check-In Log Date

Journalist

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Organization

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Attachment 6-J SPOKESPERSON GUIDELINES The spokespersons shall follow these guidelines: 1.

Never speculate. Always stick to the facts. A more in-depth investigation is required to determine cause.

2.

Focus on three to five key messages to communicate and repeat them during the interview. Keep answers short and to the point. TV reporters want "sound bites" of no more than 10 to 15 seconds. Try to bridge to your key messages throughout the interview.

3.

Use a Subject Matter Expert. There is no substitute for knowledge. If the questions are outside your area of expertise, find an appropriate technical spokesperson.

4.

Speak in simple, common terms. Avoid jargon.

5.

Remain calm. Do not be intimidated into answering questions prematurely. You may tell a reporter that you need to clarify an important matter before you can answer questions.

6.

Do not use negative language. Do not let reporters put words in your mouth.

7.

Consider human safety first. When human safety or other serious concerns are involved, deal with those considerations first. You can admit concern without admitting culpability.

8.

Do not answer questions you do not understand. Ask for clarification.

9.

Ignore cameras and microphones. Face the reporter. Don't look away or up at the sky. During videotaped interviews, it's all right to stop your statement and start over.

10. Make only "on the record" statements. There are no "off the record” statements. 11. Avoid saying, "No comment." If you don't know an answer, say so, then bridge to your messages.

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Attachment 6-F ESTABLISHING A MEDIA BRIEFING CENTER Once the Lead PIO learns that media outlets (print or broadcast) have or will be converging to cover the incident, a Media Briefing Center shall be established. The purpose of the Center is to provide a single location at which the media can receive regular information, conduct interviews, write their stories, file stories, and congregate while awaiting updated information – perhaps even to be fed or be able to purchase food. The Media Briefing Center shall be located in an area with adequate parking and shelter, electricity, wireless Internet access, a backdrop for one-on-one interviews, and can meet other mediarelated needs. Staffing the Media Briefing Center A PIO shall report to and establish the Media Briefing Center. In addition, adequate support staff will report to the Media Briefing Center to assist the media, check credentials, maintain the log, log inquiries and comments made during each briefing, coordinate materials dissemination, and other tasks as needed. Checklist for Establishing and Operating a Media Briefing Center

 Coordinate physical set-up: chairs, table, podium in front; flags; backdrop; name tents; tables/chairs for media representatives; sign-in sheet with staff monitor and security; wireless Internet access; electricity; sound patch/multi box; other physical needs

 Establish regular briefing schedule; notify media  Establish sign-in log  Receive regular updates from Lead PIO  Coordinate attendance of officials as appropriate  Assign appropriate staff to handle physical arrangements for briefings (see checklists for assignments)

 Arrange video, still photography to record event  Coordinate opening statements among speakers  Check all sound equipment and tape recorders prior to the conference  Print and copy all news information and handout materials □ □

News Releases Background information, such as fact sheets, maps, statistics, histories, and biographical information

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Copy of opening statement and other briefing materials List of speakers, titles/agency

 PIO to open the conference and establish the ground rules; act as emcee  Monitor questions and answers closely. Make any necessary clarifications before the end of briefing

 Handle requests for follow-up information  Before and after each briefing, coordinate with Lead PIO to relay latest incident information and media inquiries

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Attachment 6-G PUBLIC INFORMATION OFFICER GO-KITS ITEM Wireless telephone w/ email/contact/calendar capability Notebook computer w/TV tuner card, DVD burner, and microphone “Flash” drive w/plan, visuals, web site materials, etc. Portable printer w/PC card data and power connection Digital video/still image recorder Portable radio scanner GMRS/FRS Radios (4) Digital handheld dictation recorder Portable 2.2” LCD color television Binoculars (10x preferred) Solar/handcrank AM-FM radio Solar/handcrank flashlight Battery-operated flashlight (snake) Megaphone w/carrying case Media identification badges (plastic pin-on) Magnetic vehicle/structure PIO identification signs Thomas Brothers spiral bound street maps Agency 500-scale, 1000-scale, and 8 ½ x 11” maps (3 each) Orange vest with PIO markings Yellow rain suit with PIO markings Protective gloves and goggles Vehicle triple power splitter Digital recording media (discs, cards, etc.) Batteries for all applicable devices White boards, pens, eraser Hard copy of elected/appointed officials and employee address and telephone lists Hard copy of Emergency Public Information plan Hard copy of Media contact list Local telephone directory Business cards Yellow barrier tape Personal comfort items (granola/candy bars, earplugs, sunscreen wipes, tissues, aspirin, water, hat/visor, comfortable sneaker-type shoes, etc.) Office supplies (pens, pencils, highlighters, scissors, stapler, staples, paperclips, adhesive tape, doublestick mounting tape, pointer, lined paper, plain bond paper, letterhead, etc.) Carrying cases (2 each) Rolling cart (heavy-duty)

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Personal Home or Vehicle PIO Go-Kit ITEM Wireless telephone w/ email/contact/calendar capability Notebook computer w/TV tuner card, DVD burner, and microphone “Flash” drive w/plan, visuals, emergency web site materials, etc. Digital video/still image recorder Portable radio scanner Battery-operated flashlight (snake) Magnetic vehicle/structure PIO identification signs Thomas Brothers spiral bound street maps Agency 500-scale, 1000-scale, and 8 ½ x 11” maps (1 each) Orange vest with PIO markings Yellow rain suit with PIO markings Vehicle triple power splitter Digital recording media (discs, cards, etc.) Batteries for all applicable devices Hard copy of elected/appointed officials and employee address and telephone lists Hard copy of Emergency Public Information plan Hard copy of media contact list Local telephone directory Business cards Personal comfort items (granola/candy bars, earplugs, sunscreen wipes, tissues, aspirin, water, hat/visor, comfortable sneaker-type shoes, etc.) Office supplies (pens, pencils, highlighters, scissors, stapler, staples, paperclips, adhesive tape, doublestick mounting tape, pointer, lined paper, plain bond paper, letterhead, etc.) Carrying case w/wheels

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Attachment 6-H PUBLIC INFORMATION TEAM The following describes, in narrative form, the actions of each group or unit associated with the implementation of a broad-based emergency public information program. It’s important to review all sections of this plan in order to fully understand the implementation of a successful emergency public information effort during a crisis or disaster. The Joint Information System organization chart provides clarity and reinforcement of this structure. It’s important to remember that not all groups or functions will be necessary for every incident; the scale and scope of the situation will dictate which group or function will be needed. The Lead PIO will determine which of these functions will be necessary. For example, while an activity is described under that of a “unit,” it may be that one person fulfills all the steps of one or more units. The incident will dictate what is needed and at what time; the Lead PIO will make these determinations.

EOC Director or Incident Commander

Lead PIO

Gathering, Writing, Production Analysis

Dissemination

JIC Facilities Liaison

Field Information

Information Gathering

Internal Dissemination

Field Media

Research & Writing

Media & Rapid Response

V.I.P.

Audio-Visual Support

Briefing

Special Interest Group

Media Monitoring

Media Telephone

Special Assignments

Translation

Public Telephone Internet

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GATHERING, WRITING, PRODUCTION, ANALYSIS GROUP Information Gathering Unit Staff assigned to this group begin to answer the following questions: 1. Where did the incident occur? 2. What happened? 3. Have there been injuries or deaths? 4. Who is involved and responsible? 5. When did events occur? 6. How could it have happened? 7. Where does the problem exist and where might it expand? Accurate information should be gathered from the appropriate sources, including police, fire, and others on scene. This information, once verified, should then be delivered to the Research and Writing Unit. Research and Writing Unit This unit shall be responsible for the preparation of approved materials released during the incident. Materials to be prepared include: • • • • • • •

Holding Statements Messages Press Releases Q&As Emails to target audiences (employee, neighbors, tenants, etc.) Scripts for front counter and front line staff Other tools

The Lead PIO, IC and Subject Matter Expert(s) shall approve all materials prior to release. Additional approvals may be required depending on the incident. Audio Visual Support Unit The Audio Visual Support Unit is responsible for producing diagrams and incident maps for use by incident responders, the media, and JIC staff. In addition, photographing and taking video of the entire incident, including all briefings, will be the responsibility of this unit. Appropriate black and white and color stills and broadcast-quality video will be uploaded to the city’s Web site. Media Monitoring Unit The Media Monitoring Unit will monitor television news broadcasts, radio broadcasts, and online and print stories about the incident, compare the information reviewed with approved materials, and bring any discrepancies to the attention of the Group Supervisor. Misinformation shall be corrected immediately with the offending outlet and the correct information will be posted on the Web site.

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Translation Unit The Translation Unit is responsible for determining the need to translate incident materials and for coordinating the translation. DISSEMINATION GROUP Internal Dissemination Unit The Internal Dissemination Unit will be responsible for informing City of Vallejo management staff and city employees as well as those within the Joint Information Center (if activated). •

Main City Telephone Line / Front Office Personnel - All front counter and front line personnel will be provided copies of press releases and statements that have been approved for distribution. They may read from the approved statement. All media inquiries must be referred to the Media Telephone Unit (see below).

•

Notification of Employees During Business Hours - The Lead PIO is authorized to issue information via the city’s global email. During an incident, the Internal Dissemination Unit will take responsibility for issuing information via these systems, with the approval of the Lead PIO. Should these systems be inoperative, a flyer with pertinent incident information targeted to employees will be produced and distributed by hand to all city offices.

•

Notification of Employees Incident During Non-Business Hours - Procedures need to be determined to reach employees during non-business hours.

Media and Rapid Response Unit This unit is responsible for the distribution of information through the news media, which will be the most critical method of disseminating vital incident information. The news media will likely become aware of any incident impacting the city prior to any type of formal notification. However, the media should be notified by the Lead PIO as soon as a holding statement has been approved. Briefing Unit Responsibility for coordinating all logistical needs to conduct media briefings rests with this unit. Media Telephone Unit This unit is responsible for answering media calls and providing accurate incident information. Public Telephone Unit This unit is responsible for taking calls from the public and providing accurate incident information.

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Internet Unit This unit uses all available Internet-based technology to inform the media and public, including maintaining an incident Web site with written materials, photos, video, and sound. Incident statements, press releases, fact sheets, backgrounders, visuals, and question-and-answer documents will be posted to the city’s Web site as soon as is feasible and continue throughout the incident. The media will be referred to this site via wire services and direct referral. The site will be updated continually throughout the emergency. The city’s Web site should serve as a primary source of information for the media, specialized audiences, residents, and others during an incident. The Web site will be a primary means of incident information regarding the city’s response and will include links to other incident response agencies. This function will dramatically reduce the burden of responsibility on city staff to respond to the media and will allow for more time to provide information and anticipate the needs of the media and the public. Once the media and the public learn that the Web site is updated regularly throughout the incident, they will go to that site first rather than monitor news sources. Use of the Parks Department and School District email distribution systems should be employed when a large-scale notification is needed. FIELD INFORMATION GROUP Field Media Unit This unit ensures that approved information is released at the field Incident Command Post (ICP) or Media Briefing Center (MBC), should one or both be established. V.I.P. Unit This unit ensures that V.I.P.s have the information they need to make decisions and educate others within their realm of influence. Special Interest Group Unit This unit serves as a direct contact to non-media special interests which need incident information, including community leaders, special interest groups, neighbors, employers, etc. Special Assignments Units This unit leads any task assigned to it.

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Attachment 6-I JOINT INFORMATION SYSTEM / JOINT INFORMATION CENTER It is common for Public Information Officers (PIOs) from different jurisdictions and departments to interact on a regular basis to share information and ideas. This regular interaction is part of networking and professional courtesy. When an incident occurs that prompts activation of Incident Command, however, the Joint Information System (JIS) will be activated and these working relationships become formalized and structured. The decision by the PIO supporting Incident Command to activate the JIS is based on the complexity of the situation and the need to ensure coordination and integration of messages. In an emergency, the JIS provides the mechanism for integrating public information activities to ensure coordinated and consistent message development, verification, and dissemination. The Joint Information System (JIS) can be: • • • •

As simple as two PIOs talking on the phone about an incident that involves both of their agencies. A PIO at the EOC talking to a PIO at the site of the incident. PIOs from several departments working together at a single location. Many PIOs from many agencies working from several locations—all working together to ensure clear and accurate information is being delivered to the public.

Coordinated and Consistent Messages Through the JIS, PIOs are able to create coordinated and consistent messages by collaborating to: • Identify key information that needs to be communicated to the public. • Craft messages that convey key information, and are clear and easily understood. • Prioritize messages to ensure timely delivery of information without overwhelming the audience.

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Verify accuracy of information through appropriate channels, including Incident Command and relevant agencies and program areas. Disseminate messages using the most effective means available.

Principle of Autonomy The Joint Information System (JIS) also supports the third principle under the NIMS public information system. Organizations participating in incident management retain their autonomy. The departments, agencies, organizations, or jurisdictions that contribute to the JIS do not lose their individual identities or responsibility for their own programs or policies. Getting It Right Simply stated, the public information mission during an incident is to get the right information to the right people at the right time so they can make the right decisions. The JIS helps PIOs accomplish this mission by facilitating coordination. PIOs also rely on specific tips to avoid conflicting messages, such as: • • • • •

Focusing on one or two key messages Using pre-scripted messages, as appropriate Using talking points Designating spokesperson(s) for media interviews Speaking about one’s own program, not others’ programs

Federal, tribal, state, local, and voluntary agencies, private sector PIOs, and established JICs are critical supporting elements of the JIS. Key elements include the following: • • • •

Interagency coordination and integration Gathering, verifying, coordinating, and disseminating consistent messages Support for decision-makers Flexibility, modularity, and adaptability

Agencies may issue their own releases related to their policies, procedures, programs, and capabilities; however, these should be coordinated with the incident specific JIC(s). Joint Information Center Operation The Joint Information Center (JIC) can be a central location that facilitates operation of the JIS, or it can be a “virtual” location where PIOs are connected via phone, web site or other formal or informal method. It should be a system that supports the unique needs of each particular group handling a particular incident. The goal of the JIC is to allow personnel with public information responsibilities to perform critical emergency information functions, incident communications, and public information functions. Joint Information Centers (JICs) are established: • •

At various levels of government or among a mix of jurisdictional responders and their PIOs. At pre-determined or incident-specific sites – or virtually with communications taking place via phone, conference call, web site, or other non-physical meeting arrangement.

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As components of federal, tribal, state, or local Multi-Agency Coordination Systems (MACS) (e.g., EOCs).

Joint Information Center (JICs) may be staffed by: • •

Representatives from all agencies and jurisdictions involved in the response and recovery operation. Through mutual aid agreements.

When at a physical site, the JIC facility should be located close to the best sources of information, such as an incident command post or EOC, without compromising safety or security. A single JIC location is preferable, but the system is flexible and adaptable enough to accommodate virtual or multiple JIC locations, as required. FUNCTIONS OF THE JOINT INFORMATION CENTER Gathering, Writing, Production, Analysis Group, which includes: • • • • •

Information Gathering Unit Research and Writing Unit Audio Visual Support Unit Media Monitoring Unit Translation Unit

Information Dissemination Group, including • • • • • •

Internal Dissemination Unit Media and Rapid Response Unit Briefing Unit Media Telephone Unit Public Telephone Unit Internet Unit

Field Information Group, including • • • •

Field Media Unit V.I.P. Coordination Unit Special Interest Groups Unit Special Assignments Unit

Joint Information System Functions The City of Vallejo conducted training in the principles of the Joint Information System (JIS) and the establishment of JICs. While the training focused on meeting the following public information elements, each incident will require a unique set of elements. This chart is intended to provide a comprehensive approach to conducting EPI dissemination. Not all units noted here and described in the following section may be needed; the Lead PIO will determine which will be necessary and the resources needed to implement each one.

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EOC Director or Incident Commander

Lead PIO JIC Facilities Liaison Gathering, Writing, Production, Analysis

Dissemination

Information Gathering

Internal Dissemination

Field Media

Research & Writing

Media & Rapid Response

V.I.P.

Audio-Visual Support

Briefing

Special Interest Group

Media Monitoring

Media Telephone

Special Assignments

Translation

Public Telephone

Field Information

Internet

Demobilizing the Joint Information Center When operational activities begin to decline, the JIC will begin to transfer public information functions back to responsible jurisdictions and agencies. The decision to transition the JIC will be made by the IC in consultation with the lead PIO and other Section Chiefs. Media will be notified that the functions of the JIC are being transferred back to regional and local PIOs.

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Attachment 6-J PUBLIC INFORMATION TEAM CHECKLISTS The checklists included in this section adapt the Joint Information System / Joint Information training conducted for the City of Vallejo. Information is repeated here to help include all emergency public information materials in a single document. These are intended to be used anytime when identified by the Lead PIO or when the Emergency Operations Plan or Joint Information System is activated; however, not all elements/units/positions will be required for each incident. They provide a comprehensive approach to a large scale emergency. Implementing fewer functions is acceptable, based on the scope of the disaster. The Lead PIO will determine which are required and how they will be staffed. Communicating Vertically and Horizontally It’s imperative the individual in each position gather and share information “horizontally” among those in other positions or functions as needed to ensure complete communications across the entire EPIT. However, sending information for approval must travel “up” to each unit supervisor to ensure proper chain of command and approval processes.

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LEAD PUBLIC INFORMATION OFFICER The Lead PIO reports to the IC or the EOC Director. Who and What: The Lead PIO may be at the Incident Command Post in the field, city office (in crisis communication), the Emergency Operations Center (during disaster) and/or Joint Information Center depending on the overall situation and the relative locations of the each facility. In this role, he/she will ensure that timely, accurate, and appropriate incident information reaches partner agencies, the public, the media, and other constituent audiences. The Lead PIO is responsible for activating the emergency public information plan and making staffing assignments. Do These First:  Report to Incident Commander/EOC Manager.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Activate available positions and and test equipment including assigned system/computer.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Coordinate all activities of the PIO Team/JIC, if activated.  Advise the EOC Director and/or the IC and Command Staff, as appropriate, regarding public information implications of decisions.  Develop public information strategy in coordination with Management Staff.  Provide media information to ICP/EOC Planning and Intelligence.  Serve as lead spokesperson, or identify lead spokesperson if the Lead PIO is too busy overseeing all efforts for the incident.  Designate a location where the media can gather without interfering with the operations.  Determine when and where to hold news briefings, community meetings, and other incident events.  Serve as Master of Ceremonies/Host at news briefings, community meetings, and other incident activities or assign PIO to this function.  Ensure that interagency communication occurs.  Obtain approval of all incident media information (or delegate approval authority) prior to its release.  Represent PIO Team/JIC interests at Management Staff meetings.  Represent Management Staff at PIO Team/JIC meetings.  Provide coaching and encouragement to PIO Team/JIC Staff.  Participate in ICP/EOC action planning.  Ensure implementation of the Incident Action Plan with the PIO Team and those at the JIC. Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________

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JOINT INFORMATION CENTER (JIC) FACILITIES LIAISON The JIC Facilities Liaison reports to the Lead PIO. As the detail manager, ensure that the JIC obtains necessary infrastructure support. Do These First:  Report to the Lead PIO.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Activate available Information System/ computer.  Activate and test all administrative support equipment (copying machines, fax machines, etc.).  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Work with JIC/JIS leadership to identify resource needs.  Coordinate with incident or EOC Logistics Section to identify and set-up JIC.  Coordinate placement of JIC furniture, equipment, and supplies for maximum efficiency in all functional groups.  Ensure function of facilities and equipment.  Fulfill requests for additional resources.  Ensure that JIC staff has food, beverages, and appropriate rest areas.  Arrange for facility security, janitorial support, and equipment maintenance/repair.  Ensure that JIC staff has sufficient field communications equipment (e.g. radios and communications plans).  Ensure that resources are applied where they are needed most.  Provide equipment to ensure smooth flow of information to/from Group Supervisors and Unit Leaders.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________

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GROUP SUPERVISOR – GATHERING/WRITING/PRODUCTION/ANALYSIS GROUP The Gathering, Writing, Production, Analysis Group Supervisor reports to the Lead PIO. Who and What: Supervises the GWPA Group, which gathers incident/event information and packages it in ways that are useful to key incident audiences. Do These First:  Report to the Lead PIO.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable group positions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (or delegate):  Utilize all available resources (e.g. news sources, partner agencies, historical records, ICS 209, etc.) to gather incident facts.  Look to resources outside of the incident for broader perspective (e.g. context of incident compared to other like events nationally).  Triage information and determine what is most important to incident response  Prepare facts for distribution in whatever format is most appropriate.  Provide coaching and encouragement to GWPA staff.  Coordinate with other Unit Leaders and Group Supervisors to identify "gaps".  Analyze incident information for trends/ emerging issues.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – INFORMATION GATHERING UNIT The Information Gathering Unit Leader reports to the GWPA Group Supervisor. Leads the Information Gathering Unit which collects and manages incident information from a variety of sources and forwards the information to the Dissemination Group for public distribution. Do These First:  Report to the GWPA Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Activate available Information System/ computer.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Gather information about the incident from all available and credible sources including other agencies, historical records, ICS 209 and IAP, news releases, and subject matter experts.  Provide regular updates to PIO TEAM/JIC regarding current, verified details about incident response.  Provide updates regarding public information and emerging issues.  Report significant findings to the GWPA Group Supervisor.  Deliver information to writers.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – RESEARCH AND WRITING UNIT The Research and Writing Unit Leader reports to the GWPA Group Supervisor. Who and What: Leads the Research and Writing Unit which produces all written materials for incident information. Do These First:  Report to the GWPA Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Draft messages and talking points for incident leadership at the EOC and ICP.  Identify and resolve conflicting information.  Research, write and edit media advisories, media releases, fact sheets, daily updates, Web stories, and other such incident information.  Obtain approvals from all necessary prior to release.  Maintain accurate, complete, and chronological log of released information.  Display releases for easy reference by PIO TEAM/JIC staff.  Prepare summary of news conferences and briefings.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – AUDIO-VISUAL SUPPORT UNIT The Audio-Visual Support Unit Leader reports to the GWPA Group Supervisor. Leads the Audio-Visual Support Unit which provides sound and pictures that support incident communications strategies. Do These First:  Report to the GWPA Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Produce diagrams and incident maps for use by incident and EOC responders, the media and PIO TEAM/JIC staff.  Obtain/produce visuals (photos and video) of incident site, and/or other visuals of interest, and make available to Briefing Unit.  Video/audiotape briefings and public meetings.  Maintain incident audio, video, and photo archives.  Respond to audio-visual requests from PIO TEAM / JIC Staff.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – MEDIA MONITORING UNIT The Media Monitoring Unit Leader reports to the GWPA Group Supervisor. Who and What: Leads the Media Monitoring Unit which monitors what is being said about the incident to ensure that: • Life-saving information is reaching the public. • Key messages are being picked up and are appropriate. • Rumors are verified and errors corrected. Do These First:  Report to the GWPA Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Collect current Situation Reports (SITREPS), ICS 209s and Incident Action Plans (IAPS) from the ICP/EOC Plans Section.  Distribute SITREPS and ICS 209s to PIO TEAM / JIC leadership, highlighting any critical issues.  Collect all Emergency Alert System (EAS) messages.  Collect from Research & Writing Unit all talking points, media releases, fact sheets, and other materials available to the public and the media.  Get maps, diagrams, and other such visual data from Audio-Visual Support Unit.  Obtain video copies or transcripts of most recent briefings and public events from Audio-Visual Support Unit.  Establish/execute procedures for capturing news feeds.  Monitor TV, radio, newspapers, Web sites, blogs, and chat rooms for balance, accuracy, timeliness, official presence, and emerging issues.  Analyze news coverage.  Document questionable news reports and submit to the GWPA Group Supervisor for action.  Complete Daily Clips Summary.  File all news clips and rapid response actions in a chronological file.  Other Primary Tasks unique to the incident.  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – TRANSLATION UNIT The Translation Unit Leader reports to the GWPA Group Supervisor. Leads the Translation/Interpretation Unit, which provides translation/interpretation services to the PIO TEAM / JIC Staff. Do These First:  Report to the GWPA Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Assess translation needs.  Obtain translators and/or translation services.  Translate Emergency Bulletins, News Releases, and other outgoing PIO TEAM / JIC releases as required.  Translate public materials into target languages, as needed.  Ensure the content and accuracy of all other language releases.  Provide interviews to media in other languages.  Provide translation services for other language callers.  Monitor other language TV, radio, newspapers, Web sites, blogs, and chat rooms for balance, accuracy, timeliness, official presence, and emerging issues.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________

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GROUP SUPERVISOR – INFORMATION DISSEMINATION GROUP The Dissemination Group Supervisor reports to the Lead PIO. Who and What: Supervises the Dissemination Group, which distributes information to incident staff, partner agencies, the public, and the media. Do These First:  Report to the Lead Public Information Officer.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (or delegate):  Use technological resources, public forums, and the media to inform constituent audiences about incident response.  Respond to requests from local, regional, national, and international media for information, interviews, and access.  Provide coaching and encouragement to Information Dissemination staff.  Proactively respond to emerging trends/issues.  Oversee and approve all information releases to the media and public; then forward to Lead PIO for final approval.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – INTERNAL COMMUNICATIONS UNIT The Internal Dissemination Unit Leader reports to the Dissemination Group Supervisor. Who and What: Supervises the Internal Dissemination Unit, which ensures the dissemination of public and general information within the Team, Joint Information Center (JIC) and to all internal constituents. Do These First:  Report to the Dissemination Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Coordinate the timely and accurate dissemination of public and general information within the PIO TEAM / JIC and to all internal constituents: Department Directors and staff; front desk personnel; all telephone answering points, etc.  Ensure that all members of the PIO TEAM / JIC Staff are regularly briefed on unfolding and emergent events.  Provide feedback to the GWPA Group Supervisor regarding issues reported by field officers.  Notify the Field Information staff and the GWPA Group Supervisor about the specific types of information required by the PIO TEAM / JIC  Ensure that current information is reaching PIO TEAM / JIC Staff in the format that best serves them (status boards, online updates, etc.).  Proactively respond to emerging trends/issues.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – MEDIA AND RAPID RESPONSE UNIT The Internal Dissemination Unit Leader reports to the Dissemination Group Supervisor. Who and What: Supervises the Internal Dissemination Unit, which ensures the dissemination of public and general information within the Team, Joint Information Center (JIC) and to all internal constituents. Do These First:  Report to the Dissemination Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Coordinate the timely and accurate dissemination of public and general information within the PIO TEAM / JIC and to all internal constituents.  Ensure that all members of the PIO TEAM / JIC Staff are regularly briefed on unfolding and emergent events.  Provide feedback to Supervisor(s) regarding issues reported by field officers.  Notify the Field Information staff and the GWPA Group Supervisor about the specific types of information required by the PIO TEAM / JIC  Ensure that current information is reaching PIO TEAM / JIC Staff in the format that best serves them (status boards, online updates, etc.).  Coordinate with the Web/Net Based Unit Leader as required.  Proactively respond to emerging trends/issues.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – BRIEFING UNIT The Briefing Unit Leader reports to the Dissemination Group Supervisor. Leads the Briefing Unit, which ensures that briefings provide critical incident information and project the desired image. Do These First:  Report to the Dissemination Group Supervisor.  Put on PIO Team/PIO TEAM / JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Work with PIO TEAM / JIC Facilities Liaison to identify briefing location and obtain all material support (e.g. podium, sound, flags, platforms, chairs, TV monitors, etc.).  Work with the GWPA Group Supervisor to obtain photos, maps, talking points, handouts, and other materials needed for briefings.  Work with Lead Information Officer to identify and prepare speakers.  Facilitate pre-briefing walk-throughs.  Coordinate with Media & Rapid Response Unit to notify media of briefing time location and contact information  Work with Audio/Visual Support Unit to ensure that briefings are taped.  Distribute speaker biographies and other briefing materials prior to briefing.  Coordinate all aspects of briefing production (e.g. lights, camera, action).  Capture all questions asked by the media during news briefings and follow-up on those that require an answer at a later time.  Highlight unanswered questions for the GWPA Group Supervisor.  Review with speakers following briefing(s).  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – MEDIA TELEPHONE UNIT The Media Telephone Unit Leader reports to the Dissemination Group Supervisor. Who and What: Leads the Media Telephone Unit, which takes calls from the media and provides accurate incident information. Do These First:  Report to the Dissemination Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Identify information most likely to be requested by media callers (anticipate questions).  Ensure that those taking media calls have up to date talking points.  Answer media calls by identifying the incident. For instance, “Earthquake Information, Jane Smith speaking.”  Refer callers to additional resources (e.g. partner agencies, websites, etc.) when appropriate.  Coordinate with other PIO TEAM / JIC staff as needed.  Provide regular feedback to the Dissemination Group Supervisor regarding what kinds of questions are being asked and issues identified.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – PUBLIC TELEPHONE UNIT The Public Telephone Unit Leader reports to the Dissemination Group Supervisor. Who and What: Leads the Public Telephone Unit, which takes calls from the public and provides accurate incident information. Do These First:  Report to the Dissemination Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Identify information most likely to be requested by callers.  Announce the phone number that the public should call.  Answer public inquiries as completely as possible.  Refer callers to additional resources (e.g. emergency responders, partner agencies, Web sites, etc.) when appropriate.  Coordinate with other PIO TEAM / JIC staff as needed.  Provide regular feedback to the Dissemination Group Supervisor regarding what kinds of questions are being asked and issues identified.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – INTERNET UNIT The Internet Unit Leader reports to the Dissemination Group Supervisor. Leads the Internet Unit, which uses technological resources to provide timely incident information. Do These First:  Report to the Dissemination Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Establish and maintain incident Web site with stories, photos, video and sound.  Coordinate with Audio-Visual Unit under GWPA for materials  Monitor Web server traffic to identify trends in the kinds of information viewers are seeking; report findings to the Dissemination Group Supervisor.  Capture email addresses of partner agencies, public interest groups, legislative bodies, key media, and others who will be interested in up-¬to-the-minute incident information, and provide them with regular electronic updates (e.g. fax and/ or email).  Collect and post links to all appropriate informational Web sites.  Identify technology capabilities (e.g. blogs, RSS, social media, etc.) that can be utilized to disseminate information.  Utilize technological resources to support incident public affairs strategies.  Ensure that current information is reaching PIO TEAM / JIC staff in the format that best serves them (e.g. status boards, online updates, etc.).  Coordinate with the Internal Dissemination Unit Leader as required.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________ __________________________________________  __________________________________________

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GROUP SUPERVISOR – FIELD INFORMATION GROUP The Field Information Group Supervisor reports to the Lead PIO. Who and What: Supervises the Field Information Group which ensures that partner agencies are on the same page, and that there is an official presence at field sites where the public and the media are present. Do These First:  Report to the Lead PIO.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  _______________________________________ Then… Do These (or delegate):  Coordinate activities of PIOs working in the field.  Ensure that there is a PIO at sites with significant media or public attention (e.g. shelters, public meetings).  Provide feedback to the Lead PIO regarding issues reported by field PIOs.  Initiate direct contact with media in the field.  Initiate direct contact with partner agencies in the field.  Provide coaching and encouragement to Field Information staff.  Proactively respond to emerging trends/issues.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – FIELD MEDIA UNIT The Field Media Unit Leader reports to the Field Information Group Supervisor. Leads the Field Media Unit, which works with media in the field to share vital incident information with the public. Do These First:  Report to the Field Information Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Activate positional Information System/computer.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Coordinate with other PIOs (e.g. partner agencies) working in the field.  Facilitate media tours and interviews with on-site incident responders.  Contact radio stations, TV stations, and newspapers to discuss incident response.  Work with PIO Lead on who will appear on media programming to discuss incident response.  Provide feedback (through Field Information Group Supervisor) to the GWPA Group Supervisor regarding information requests/emerging trends.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – V.I.P. UNIT The V.I.P. Unit Leader reports to the Field Information Group Supervisor. Who and What: Leads the V.I.P. Unit, which ensures that V.I.P.s have information they need to make decisions and educate others within their realm of influence. Do These First:  Report to the Field Information Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Ensure availability of assigned transportation and/or vehicles.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Work with the Lead PIO to identify V.I.P.s including elected officials, civic leaders, special interest groups, etc.  Establish a current contact directory (telephone, fax, e-mail, etc.) of identified V.I.P.s.  Foster relationships with top staffers of identified V.I.P.s.  Ensure that V.I.P.s are receiving all incident information.  Facilitate site tours, private briefings, or other requests made by V.I.P.s.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – SPECIAL INTEREST UNIT The Special Interest Unit Leader reports to the Field Information Group Supervisor. Who and What: Leads the Special Interest Unit that provides a human face to the incident response and acts as a direct contact for those groups and organizations that are particularly vested in the incident outcome. Do These First:  Report to the Field Information Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Activate positional Information System/computer.  Ensure staffing of all applicable unit functions.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________ Then… Do These (in no particular order):  Meet with community leaders and special interest groups to explain incident response actions.  Visit shelters, attend public meetings, and circulate in high-traffic locales such as shopping malls where there are likely to be many people with questions/concerns.  Meet face-to-face with Special Interest Groups. Resolve issues when possible; refer larger problems to incident management.  Distribute flyers or other incident information as needed.  Provide feedback (though Field Group Supervisor) to the GWPA Group Supervisor regarding information requests/emerging trends.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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UNIT LEADER – SPECIAL ASSIGNMENTS UNIT The Special Assignment Unit Leader reports to the Field Information Group Supervisor. Who and What: Leads the Special Assignment Unit in any task assigned. Do These First:  Report to the Field Information Group Supervisor.  Put on PIO Team/JIC ID Vest, badge, etc.  Test assigned communications systems, telephone, etc.  Ensure staffing of all applicable unit functions.  Ensure availability of assigned transportation and/or vehicles.  Other Initial Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________ __________________________________________ Some of the possible duties:  Coordinate with other PIOs (e.g. partner agencies) working in the field.  Facilitate media tours and interviews with on-site incident responders.  Contact radio stations, TV stations, and newspapers to discuss incident response.  Appear on media programming to discuss incident response.  Provide feedback (through the Field Information Group Supervisor) to the GWPA Group Supervisor regarding information requests/ emerging trends.  Other Primary Tasks unique to the incident:  __________________________________________  __________________________________________  __________________________________________  __________________________________________

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Attachment 6-K SAMPLE PRESS RELEASE HOLDING STATEMENTS AND MESSAGES “Key messages” are the main points that all readers/listeners should know about the city, the response to the incident, and its ability to resume normal operations. These are employed in crises and disasters. Typically, three to five key messages will be developed for each major area of the crisis or disaster response. A key message is the core content for all the city’s public information tools. A key message is not a fact or statistic, but rather a statement that succinctly communicates what the public needs to know about the city’s perspective on the incident. Message Development Questions • What are the facts? What happened? • Who are your audiences? Who has been affected by this event? Who is upset or concerned? Who needs to be alerted to this situation? • What are those audiences’ perceptions and information needs? • What does the media want to know? • How should you show empathy? • What is your policy on this issue? • What are you doing about this issue? How are you solving the problem? • What can you do to keep this from happening again? • What other agencies or third parties are involved? What are they saying? • What should the public be doing? • When will more information be available? Preparing an Initial “Holding” Statement The Public Information Officer or staff assigned to preparing materials should prepare an initial holding statement at the onset of the incident. Reporters will likely call before all the facts have been gathered. In such an instance, a simple statement acknowledging the situation shall be prepared. The short statement avoids "no comment" and acknowledges that the city recognizes the need to cooperate with the media and inform the public. This document will be the foundation for all future written communications. By following a few basic principles when writing the holding statement or news releases, the city will better meet the news media’s needs. 1. Tell the most important information in the lead paragraph. 2. Answer four of the five "Ws"--Who, What, Where, and When. Explain WHAT the incident is. Identify WHO is involved in the incident as well as the resources and equipment involved. Tell WHERE and WHEN the incident occurred. Explain WHAT action the city is taking to mitigate or respond to the incident. Do not explain WHY the event occurred unless complete information is available and has been approved. Attempting to explain the WHY without complete information is merely irresponsible speculation and can seriously undermine communication efforts. 3. Write remaining information in descending order of importance. If the media cuts off the bottom of your story, they will cut information that is least important to the public.

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4. Explain technical points in simple language. A direct quote can add the human element to otherwise technical information and help explain a situation or event in layman's terms. Tell the real story. Avoid using language that is overly bureaucratic. 5. Be concise. A good news release is judged by the quality of information it communicates, not by its length. Stop writing when you've said all you need to. How to Use the Sample Messages, Press Release The following samples can be tailored to a particular situation and used as the initial holding statement as additional facts are gathered. These provide a template for the preparation of additional messages and releases which relate to actual potential crises or disasters.

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TERRORIST ACTIVITY Messages • •

•

The City of Vallejo has activated a comprehensive emergency response to manage this apparent act of terrorism. City officials have diligently prepared for terrorist acts of this type. The top priority of the City of Vallejo is the safety and security of our citizens, neighbors, businesses, visitors, and employees. As this safety is assured, the city will continue to provide the latest information possible. Investigations of acts such as this one can take weeks, months, or even years. It could be quite a while before emergency response agencies complete their investigation.

Sample Copy for “Holding” Press Release The City of Vallejo has activated a comprehensive emergency response to manage an apparent act of terrorism. City officials have diligently prepared for terrorist acts of this type. The apparently terrorist-related _____ (incident description), which was reported to the City of Vallejo at approximately _____ (a.m./p.m.) today, is/is not expected to seriously affect city operations. The City of Vallejo’s top priority is the safety and security of our citizens, neighbors, businesses, visitors, and employees. As this safety is assured, the city will continue to provide the latest information possible. The _____ was reported to public safety officials by (a private citizen, city employee, etc.). Initial response to the incident by _____ consisted of _____. There were no injuries reported OR _____ persons, including (fire, police) personnel, were treated at area hospitals for _____ and (all, number) were later released. Those remaining in the hospitals are in _____ condition. Additional response agencies involved were _____.

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BOMB THREAT / EXPLOSION Messages    

The City of Vallejo has activated a comprehensive emergency response to manage this threat/explosion. City officials have diligently prepared for incidents of this type. The top priority of the City of Vallejo is the safety and security of our citizens, neighbors, businesses, visitors, and employees. As this safety is assured, the city will continue to provide the latest information possible. Investigations of acts such as this one can take weeks, months, or even years. It could be quite a while before emergency response agencies complete their investigation. Sample Copy for “Holding” Press Release

The City of Vallejo has activated a comprehensive emergency response to manage this threat/explosion (describe). City officials have diligently prepared for this type of incident. The _____ (incident description), which was reported to the City of Vallejo at approximately _____ (a.m./p.m.) today, is/is not expected to seriously affect city operations. The City of Vallejo’s top priority is the safety and security of our citizens, neighbors, businesses, visitors, and employees. As this safety is assured, the city will continue to provide the latest information possible. The _____ was reported to public safety officials by (a private citizen, city employee, etc.). Initial response to the incident by _____ consisted of _____. There were no injuries reported OR _____ persons, including (fire, police) personnel, were treated at area hospitals for _____ and (all, number) were later released. Those remaining in the hospitals are in _____ condition. Additional response agencies involved were _____.

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EARTHQUAKE Messages • •

•

•

The earthquake that struck the City of Vallejo has activated a comprehensive emergency response. City officials have diligently prepared for disasters such as this. The City of Vallejo’s top priority is the safety and security of our citizens, neighbors, businesses, visitors, and employees. As this safety is assured, the city will continue to provide the latest information possible. All available resources are being deployed to ensure that anyone trapped, hurt, or missing is quickly assisted. We will also seek the assistance of public agencies throughout Northern California, the rest of the state, and the country, if needed, through our Mutual Aid System. We ask that the public remain calm and remain in your current location if at all possible.

Sample Copy for “Holding” Press Release The earthquake that has affected City of Vallejo facilities has activated a comprehensive emergency response. City officials have diligently prepared for disasters such as this. The City of Vallejo’s top priority is the safety and security of our citizens, neighbors, businesses, visitors, and employees. As this safety is assured, the city will continue to provide the latest information possible. All available resources are being deployed to ensure that anyone trapped, hurt, or missing is quickly assisted. We will also seek the assistance of public agencies throughout Northern California, the rest of the state, and the country, if needed, through our Mutual Aid System. We ask that the public remain calm and remain in your current location if at all possible. Initial damage to city facilities includes _____. Initial response to the incident by _____ consisted of _____. There were no injuries reported OR _____ persons, including (fire, police) personnel, were treated at area hospitals for _____ and (all, number) were later released. Those remaining in the hospitals are in _____ condition. Additional response agencies involved were _____.

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WORKPLACE VIOLENCE AT CITY FACILITY Messages   

The violent act that occurred at the City of Vallejo City Hall/facility/property has activated a comprehensive emergency response. City officials have diligently prepared for many types of incidents, including ones like this. The incident was contained within one facility, and although investigations and related follow-up activities will continue for several days or weeks, all other city facilities are in full operation. The City of Vallejo’s top priority is the safety and security of our citizens, businesses, visitors, and employees.

Sample Copy for “Holding” Press Release The violent act that occurred at the City of Vallejo facility/property has activated a comprehensive emergency response. City officials have diligently prepared for incidents of this nature. The incident was contained within one facility, and although investigations and related follow-up activities will continue for several days or weeks, all other city facilities are in full operation. The City of Vallejo’s top priority is the safety and security of our citizens, businesses, visitors, and employees.

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Attachment 6-L MEDIA ACCESS GUIDELINES INTRODUCTION Various legal decisions over the past few decades have made it very clear that the news media have the right to access incident scenes in order to report to the public the nature of the emergency or incident. This is a fundamental right of every journalist and must be respected and enforced by the city. However, representatives of the city have the right to conduct investigations and provide emergency response duties without being interfered with by the media. The following provides a summary of the actual rights of media representatives an incidents and the language included in the California Penal Code §409.5. Pursuant to Penal Code §409.5(d), authorized and bona fide members of the media shall be provided access to scenes of disasters, criminal investigations, emergencies and other law enforcement activities subject to the following conditions: 1. The media representative shall provide valid press credentials that shall be prominently displayed at all times while in areas otherwise closed to the public. 2. Media representatives may be prevented from interfering with emergency operations and criminal investigations. a. In situations where media access would reasonably appear to interfere with emergency operations and/or a criminal investigation, every reasonable effort should be made to provide media representatives with access to a command post at the nearest location that will not interfere with such activities. i. No member of the Agency shall be subjected to media visits or interviews without the consent of the involved employee (Government Code §3303(e)) ii. Media interviews with individuals who are in custody shall not be permitted without the approval of the Chief of Police and the expressed consent of the person in custody. CALIFORNIA PENAL CODE SECTION 409.5 § 409.5 Authority of peace officers, life guard or marine safety officer to close disaster area; exclusion from police command post area; unauthorized entry; exception (a) Whenever a menace to the public health or safety is created by a calamity such as flood, storm, fire, earthquake, explosion, accident or other disaster, officers of the California Highway Patrol, California State Police, police department, marshal's office or sheriff's office, or any officer of the Department of Forestry and Fire Protection designated a peace officer by subdivision (f) of § 830.3, any officer or employee of the Department of Parks and Recreation designated a peace officer by subdivision (i) of § 830.3, and any publicly employed full-time marine safety officer while acting in a supervisory position in the performance of his or her official duties, may close the area where the menace exists for the duration thereof by means of ropes, markers or guards to any and all persons not authorized by the lifeguard or officer to enter or remain within the enclosed area. If such calamity creates an immediate menace to the public health, the local health officer may close the area where the menace exists pursuant to the conditions set forth above in this section.

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(b) Officers of the California Highway Patrol, California State Police, police department, marshal's office or sheriff's office or officers of the Department of Forestry and Fire Protection designated as peace officers by subdivision (f) of § 830.3 may close off the immediate area surrounding any emergency field command post or any other command post activated for the purpose of abating any calamity enumerated in this section or any riot or other civil disturbance to any and all unauthorized persons pursuant to the conditions which are set forth in this section whether or not the field command post or other command post is located near to the actual calamity or riot or other civil disturbance. (c) Any unauthorized person who willfully and knowingly enters an area closed pursuant to subdivision (a) or (b) and who willfully remains within the area after receiving notice to evacuate or leave shall be guilty of a misdemeanor. (d) Nothing in this section shall prevent a duly authorized representative of any news service, newspaper, or radio or television station or network from entering the areas closed pursuant to this section. Media Access at Incident Scenes In the State of California, the media is guaranteed a statutory right of access to scenes of calamity under Penal Code § 409.5(d). This statute covers most incidents from which the general public is excluded, but does not include crime scenes. The first amendment of the United States Constitution and Article 1, § 2 of the California Constitution guarantee the freedom of the press. The media has no constitutional right of access to places or events from which law enforcement lawfully excludes the general public. However, Penal Code § 409.5(d) gives media the statutory right of access to disaster scenes within the state of California. This statutory right of access to disaster and crime scenes has been clarified by the courts in the landmark case of Leiserson v. City of San Diego and subsequent appeals as well as Attorney General Van De Kamp's opinion #84-802. "The Legislative goal is to provide the maximum possible press access." (Leiserson v. City of San Diego, 1986--184 Cal. App. 3d at 51.) "Press representatives must be given unrestricted access to disaster sites unless police personnel at the scene reasonably determine that such unrestricted access will interfere with emergency operations. If such a determination is made, the restrictions on media access may be imposed for only so long, and only to such an extent, as is necessary to prevent actual interference." (Leiserson v. City of San Diego, 1986.) (emphasis in the original) "In 66 Ops. Cal Atty Gen. 497, 498-499 (1983), we stated that under § 409.5, law enforcement officers may not prevent news-persons from entering an area otherwise closed to the general public. We reject the argument that the ‘duly authorized’ news media exception refers to someone authorized to be in the area by the law enforcement officer. Rather, it is apparent that the phrase ‘duly authorized’ refers to the news station, newspaper, or radio or television station or network having ‘duly authorized’ the individual to be its representative at the scene. Law enforcement officers may of course take appropriate action to prevent the news media representatives at a disaster site from violating any specific laws. “Conclusion: Local law enforcement officers have independent emergency powers to restrict entry to an area damaged by an earthquake or other disaster while a threat exists to the public health and safety as reasonably determined on a case by case basis. State officials performing official duties on behalf of the state and in general, representatives of the news media may not be denied access." (Office of the Attorney

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General; State of California, Opinion of John Van De Kamp, Attorney General No. 84-802, December 26, 1984). "Authorized news media are allowed to photograph or report from within police lines at an accommodating distance from the immediate crime scene area." (Leiserson v. City of San Diego, 1986.) The court went on to say that, "Safety is not a reason to exclude press members from a disaster site because the statute § 409.5(d) provides a specific exception for members of the media, in situations already determined to be unsafe." (Leiserson v. City of San Diego 202 Cal. Appt. 3d 725, 249 Cal. Rptr. 28, 30 1988) Media representatives should be provided access to report and photograph from within police lines at an accommodating distance from the immediate crime scene. This placement of the media should be superior to that of the general public and situated in such a way that the media representative might work without disturbance from the general public. Public safety officers may restrict journalists from entering a crime scene during police investigations or activity since preservation of evidence is of paramount importance. "Media members do not have access rights to any immediate crime investigation, or police SWAT Team locations, when public safety officers or investigators believe a crime has been committed." (Leiserson v. City of San Diego, 1986) What is an accommodating distance? This is a notion which has yet to be defined by either statute or case law. It is generally considered to be a distance which will place the media adjacent to the immediate crime scene and give them a line-of-sight view of the incident. This position will be close enough to allow journalists to photograph the incident as events unfold while giving them a route of access so they may move freely to and from the area. The accommodating distance should be at a position which is nearer to the scene than the general public is to be allowed and the general public should be restricted from entering the area reserved for journalists. Often, the media representative will arrive at an incident scene before the first public safety officer. In such case, the journalist must take it upon themselves to show reasonable restraint so as not to disturb evidence.

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Attachment 6-M PRIVACY, GENERAL ACCESS ISSUES, SPECIAL SITUATIONS HIPAA PRIVACY RULES Note: The following information is derived from the legal counsel for the Radio and Television News Directors Association. Further guidance should be sought from the City Attorney. HIPAA is an acronym that stands for the "Health Insurance Portability and Accountability Act of 1996." HIPAA's medical privacy regulations govern the use and release of a patient's personal health information, also known as "protected health information" by "covered entities." The statute imposes serious criminal restrictions on dissemination of certain protected health information. The Department of Health and Human Services adopted regulations implementing HIPAA that essentially took effect in April 2003. In the event state law is more restrictive than the HIPAA privacy regulations, state law will apply. All health care providers, including hospitals, physicians and emergency medical or ambulance personnel, as well as health plans and health care clearinghouses, that transmit protected health information in electronic form are considered covered entities. Business associates of these entities (such as accountants, consultants, lawyers, managers, etc.) also are required to keep protected health information confidential. Police, firefighters and other law enforcement agencies are NOT considered covered entities under HIPAA. HIPAA does not extend, for example, to police incident reports, fire incident reports, court records, records of agencies that do not provide healthcare or insure healthcare, autopsy or any records which an individual has authorized to be disclosed. Fire departments that provide ambulance or emergency medical services may consider themselves to be "hybrid entities" under HIPAA, and assume that no one in the department is allowed to talk to anyone, ever. If this is the case, you should approach the Vallejo Valley Fire District about setting up procedures that allow the fire chief and/or the public information officer to get information without getting it from the people who are providing emergency medical services. Family members and witnesses are not covered by HIPAA; it only applies to health care providers who compile protected health information electronically and bill patients for their services, and their business associates. Family members and members of the community can provide information without running afoul of HIPAA. Journalists are not covered entities under HIPAA. A journalist who lawfully obtains or discloses protected health information does not violate HIPAA. Remember, however, that just because HIPAA does not apply does not mean that journalists who obtain and disclose medical information may not be liable under (depending on the circumstances) other causes of action, such as invasion of privacy. Protected health information can be released with the patient's consent. (In certain circumstances it also can be released to law enforcement, public health and disaster agencies.) Under HIPAA, hospitals may maintain a directory including a patient's name, location in the hospital, general condition and religious affiliation. If a hospital maintains such a directory, patients must be given the opportunity to object to or restrict the use or disclosure of this information. In no event may information concerning a patient's religious affiliation be released, except to the clergy. Other directory

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information may be released only if the media or the public asks for the patient by name and only after the patient has been given the opportunity and consented to the release of directory information. If HIPAA privacy standards are met, information, such as general condition information (information that does not communicate specific information about the individual) may be released. The American Hospital Association recommends, and many hospitals are using, the following terms: Undetermined Patient awaiting physician and assessment. Good Vital signs are stable and within normal limits. Patient is conscious and comfortable. Indicators are excellent. Fair Vital signs are stable and within normal limits. Patient is conscious but may be uncomfortable. Indicators are favorable. Serious Vital signs may be unstable and not within normal limits. Patient is acutely ill. Indicators are questionable. Critical Vital signs are unstable and not within normal limits. Patient may be unconscious. Indicators are unfavorable. Treated and Released Patient received treatment but was not admitted. With written authorization from the patient, a more detailed statement regarding a patient's condition and injuries or illness can be released. In situations where the opportunity to object to or restrict the use or disclosure of information cannot be provided because of an individual's incapacity, a covered entity may use or disclose protected health information if the use and disclosure is: (1) consistent with a prior expressed preference of the individual, if any, that is known to the covered entity; and (2) in the individual's best interest as determined by the covered entity, in the exercise of professional judgment. Both conditions (1) and (2) must apply for a provider to release patient information under HIPAA if the patient is incapacitated. There is no HIPAA exemption for public figures or public officials. Media Photo Site The Media Photo Site is a specific area designated for the use of still and video media representatives to provide visual access at an emergency or crime scene when access must be restricted. The Media Photo Site should be activated immediately by the PIO at the incident. Several criteria should be considered when choosing a location for the Media Photo Site. The site should be as close as possible to the incident while not interfering with incident management. A location should be chosen at a distance and position to give the best visual access. Other considerations such as the need to park video trucks as close as possible for technical reasons should be taken into account. It is recognized that it may not be possible to meet all criteria for an ideally located Media Photo Site and the PIO is encouraged to ask the assistance of media representatives and the IC at the scene in selecting the Media Photo Site. It may be necessary, due to the location of the Media Photo Site, to provide an escort for media representatives to and from the site.

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Barrier Tape Rules Whether it is yellow, red, orange or blue; whether it says, “Police Line”, “Do Not Cross”, “Caution” or just “KEEP OUT”, barrier tape is an important part of scene containment and preservation. Before a media representative crosses a barrier, it is incumbent on the journalist to find out just what this particular piece of tape represents. Barrier tape is erected by the city to keep people out of an area for a given time, and is used at crime, investigation, and disaster scenes. When approaching barrier tape, the media representative should identify him- or herself by showing media identification to the nearest public safety officer and ask to speak to the PIO. On some occasions a complex system of barriers may be established by emergency personnel in order to preserve evidence and separate the scene from the general public. Under Penal Code § 409.5 (d), and as found by the court in Leiserson v. City of San Diego 1986, the court said, "the media representative will be allowed inside the barrier tape which keeps the general public out of the area of a disaster, crime or investigation scene. However, if a restricted area has been established, the media must remain outside this designated area, but may remain in an area separate from and superior to the general public. The media must be afforded a view of the scene from an accommodating distance and position from the incident.” The restricted area may or may not be formally defined with barrier tape. The line of demarcation could be as simple as an imaginary line between two trees. In all cases it is incumbent upon media representatives to police themselves in order to prevent even an inadvertent violation of the restricted area. If possible the PIO should establish a Media Photo Site. Under no circumstance, should any journalist tamper with, move, remove, deface, or otherwise interfere with barrier tape or any other barrier or device intended to control access which has been placed by public safety officials at any emergency, crime, investigation, or disaster scene. The Media Pool Journalists, as a group, are strongly opposed to media pools in any form. The media pool is seen as a restriction placed on the media and coverage of the news. They are grudgingly tolerated, and should only be used as a last resort when space is limited and access to all parties must be restricted. Media representatives are in agreement that limited access is better than no access. A pool should be activated only after all other possibilities have been explored and eliminated, not for convenience. The media pool should be called for by the PIO. Pool journalists should be selected by media representatives on the scene. Only journalists present when the pool is activated should be allowed access to pool material. A sign-up sheet should be used as a record of those present. The pool should consist of, but not be limited to, a minimum of one video crew (camera operator, sound technician, and reporter), one still photographer (wire service, newspaper, or magazine), one radio reporter, and one newspaper or wire service reporter. All journalists selected as pool members must be willing and able to meet deadlines and supply video, audio, or still media, in a timely manner to all media representatives who are entitled to material generated by the media pool. Additional pool journalists should be assigned if possible.

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Any journalist not assigned to the media pool must obey all orders of public safety officers. Once the media pool is formed, only authorized pool members may have access to the immediate scene while access is limited. The PIO should accompany the media pool and be on hand to answer questions. When conducting a media pool, visual access must be a top priority. If possible, additional media pools should be formed and conducted through the incident scene from time to time, thereby allowing different journalists the opportunity to report and update the story. Media Pools at Crime Scenes If a media pool or tour is to be conducted through a crime scene, the senior investigator should be notified in order that undercover officers or informants present who might not wish to be photographed may leave or make their presence and wishes known to journalists. Since the media pool is seen as restriction placed on the media, it should be used only when unrestricted access might interfere with public safety operations at the scene. In some cases, it may not be necessary to form a media pool, but a series of "media tours" may be helpful. Small groups of journalists may be escorted through an incident scene in order to photograph the scene and interview the PIO. Media / Public Safety Aircraft Guidelines Airspace safety is the number one priority at any emergency incident. Pilots must at all times exercise good judgment so that media aircraft do not impact the integrity of the ground incident. Pilots must exhibit safety discipline in the air. Media aircraft should contact public safety aircraft by VHF aircraft radio at least two nautical miles from the scene. If public safety aircraft are not on the scene, media aircraft should remain at a reasonable distance from the incident so as not cause interference with the operation either by noise or rotor wash. Public safety aircraft arriving on the scene will announce their arrival two nautical miles from the scene. When public safety aircraft are on the scene, media aircraft should remain 500' above the highest public safety aircraft and 500' laterally from the widest orbit of the public safety aircraft. In no case should the media aircraft over-fly the incident or public safety aircraft. In some instances, an airspace restriction (FAR 91.137) may be requested by the city and imposed by the Federal Aviation Administration (FAA). Pilots should follow procedures set fourth by the FAA regarding any airspace restriction. Media Aircraft at Police Incidents One of the most hazardous conditions for public safety pilots is during police pursuits. During a pursuit, the aircraft above the scene may become the controlling unit in the pursuit, relaying vital information to the ground units. If more than one public safety aircraft is over a pursuit or other police or SWAT operation, media pilots should make radio contact with the secondary aircraft which will be flying above the primary aircraft. Media aircraft should maintain a distance of 500' above and 1000' laterally from any public safety aircraft involved in a pursuit. If only one public safety aircraft is working the pursuit, media pilots should make

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contact with the public safety pilot. The public safety pilot may or may not respond to media aircraft request since the pilot will be busy coordinating ground police units. At the conclusion of a vehicle pursuit media aircraft should pull up and away as the law enforcement pilot and observer may become involved in directing the pursuit of several suspects running in different directions. Bomb Squad Incidents Media representatives may not be allowed access inside police lines surrounding the immediate incident so as not to interfere with police operations. Police officers and media representatives at the scene of a bomb incident should not use two-way radios, microwave transmitters, cellular phones, wireless microphones, or other electronic transmitting devices until use of such devices is cleared by the bomb squad. The possibility of explosive devices being detonated by radio signals does exist. Any transmission in the immediate area could detonate the device prematurely. Explosive devices are often actuated by radio signals and the media representative must be aware that even the most innocent transmission may cause detonation. Some radios give off radio signals when receiving, and caution should be exercised with receivers. Video cameras are known to create signals during operation. Caution should be exercised when taping in the vicinity of a bomb incident. Another device to be aware of is car alarms, which must be disarmed when in the area of a potential bomb. Car alarms should not be used with the hand held transmitter. Distance From Immediate Scene An area which will provide an adequate margin of safety for the public should be cordoned-off, separating the general public from the danger zone. Media representatives should be allowed access inside the outer police line. Fragments can kill or injure someone located within the fragmentation zone. However it must be remembered that under Leiserson v. City of San Diego, the courts have found... "that once a media representative has been apprised of the danger, safety is not a reason to deny access under the provisions of Penal Code § 409.5.” Photographing Bomb Deactivation Techniques News media organizations should not broadcast or print any material showing bomb squad members techniques while deactivating a "bomb" if so requested by the PIO or bomb squad member at the scene. Revealing certain techniques could endanger the lives of bomb squad members if exact deactivation procedures are revealed. Media representatives are usually permitted to photograph or report on other techniques and equipment being used such as remote robots, ballistic suits, detonating charges, etc. Media and Undercover Officers One of the most sensitive areas of police work is that of undercover. The photojournalist must be constantly aware of the potential danger he may be putting the undercover officer in with his camera. This is a point which can not be stressed too strongly.

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Media representatives must be considerate of the needs of the undercover officer to protect his or her identity. The life of a plainclothes officer or an informant can be put in serious jeopardy should they be photographed during an arrest or emergency situation while working undercover. During any undercover police operation, the media representative must remain out of the area unless escorted by a public safety officer. If the media representative has a reason to believe an undercover operation is progress, the PIO should be contacted via land line as cell phones and radios can be easily monitored. Upon confirmation of a clandestine operation, the media representative must cooperate by staying clear of the area until notified that the suspects are in custody or the operation is otherwise secure, then photographs may be taken. Occasionally an undercover officer may observe a media vehicle in the area of an operation and request the media vehicle to leave the area. The media representative should vacate the area and contact the PIO. If requested by officials, faces of undercover officers, informants, suspects, or other persons who might be put in jeopardy should be obscured prior to publication or broadcast. In certain instances, the media will be asked to delay publication or broadcast of sensitive stories or pictures. These requests should be given the most serious consideration. Under no circumstances should the media representative's film or video tape be confiscated by any public safety officer by means of personal threat, threat of arrest, force, or intimidation, without due process of law. Plain clothes public safety officers shall wear their city badge or identification in clear view at all times, in order to identify them as a public safety officer when using still or video equipment at an incident where media representative are present. Under no circumstance shall a public safety officer portray himself as being a media representative. Special Weapons/Tactics Team (SWAT) Operations The term "SWAT" is used generically in this section to represent the city’s tactical division. The media may encounter SWAT teams in the following situations; • Hostage incidents • Barricaded suspect incidents • Area searches for armed and dangerous suspect • High-risk search and arrest warrant operations The following guidelines and information may prove valuable in covering SWAT activities. A zone of operation is often established for the exclusive use of the SWAT team. This zone may or not contain an actual "crime scene" and generally the media is asked to respect this operational area by remaining out of it. SWAT team members are often distracted from their responsibilities when this zone is occupied by any unauthorized personnel or vehicles. Typically, a perimeter control officer will not take it upon himself to make the decision of whether or not the media should be allowed closer to the actual event site. Media will be allowed between the outer perimeter established for crowd control and the inner SWAT perimeter.

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After dark, media representatives should be particularly cognizant of the fact that camera lights and strobes endanger SWAT team members by revealing positions of concealment or by temporarily reducing officers’ night vision. Low light cameras, fast lenses, and high speed films are preferable and should be used during night operations. When the scene is secure and suspects are in custody, the PIO or IC will generally inform the media representatives that supplementary lights may be used. If possible, the PIO should attempt to establish the MBC at a location where lights may be used to illuminate interview subjects. "Live" media broadcasts of SWAT team members' activity at the scene of an event may endanger public safety officers, hostages, media and the general public. Battery powered television sets and radios can provide suspects with the ability to obtain information regarding law enforcement movement, even in situations where conventional electrical power is not available or has been shut off for tactical reasons. The location of police or SWAT officers should never be broadcast during an operation unless it has been cleared with the PIO or other public safety officer in charge. K-9 Operations When a K-9 unit is on the scene of any incident, media representatives should be aware that trained "police dogs" are working in the area. Cameras may be interpreted as a weapon by the dog. Police Radio Communications California Penal Code § 636.5. Police radio interception and divulgence is prohibited. Any person not authorized by the sender, who intercepts any police radio service communication, and who divulges, to any person he knows to be a suspect in the commission of any criminal offense, the existence, contents, substance, purport, effect or meaning of such communication concerning such offense with the intent that such suspect may avoid or escape from arrest, trial, conviction, or punishment is guilty of a misdemeanor. Nothing in this section shall preclude prosecution of any person under §§ 31 or 32. As used in this section "police radio service communication" means a communication authorized by the Federal Communication Commission to be transmitted by a station in the police radio service. The location of police or SWAT officers should never be broadcast during an operation unless it has been cleared with the PIO or other public safety officer in charge. Caution must be exercised in all transmissions since suspects may be equipped with radios and monitor media representatives transmissions. Media Vehicles Vehicles driven or owned by a media representative are subject to all laws and codes which must be observed by the ordinary citizen. From time to time, public safety officers allow media vehicles to be driven and/or parked in or adjacent to a disaster scene. Any vehicle must, at all times, yield to emergency and public safety vehicles while in route to and at any emergency scene or when flashing lights are displayed and/or sirens are being sounded. (CVC § 21806 a.) At all times, the media vehicle must yield to emergency vehicles and must not follow closer than 300 feet behind the emergency vehicle. (CVC § 21706). When arriving at an emergency scene, media representatives should park in such a way that their vehicle will not block others or obstruct access for emergency vehicles. If a public safety officer directs a media representative to move a vehicle, the order

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must be complied with immediately. Once the vehicle is moved, as ordered, the media representative may return to the scene or command post.

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MEDIA RIDE-ALONG GUIDELINES/CONSENT FORM Media Ride-Along Ground Rules/Notice Dear Media Representative: Welcome to the Vallejo Police Department’s Ride-Along Program. We are pleased you are able to participate in the program and hope your experience is enjoyable, as well as educational. Even though most police patrol work is "routine," there is an element of risk that can present itself without warning. Riding in a police car on patrol can put you in the same position as the police officer. For this reason, we feel it is necessary to establish some basic safety guidelines. 1.

We ask that you conduct yourself as an OBSERVER - that is, you must not become physically or verbally involved in an incident in which the officer is involved.

2.

Please feel free to ask a question of the officer, but not while the officer is talking to a citizen. The officer's full concentration will be directed to the citizen's statements, questions and actions; and a distraction could prevent the officer from obtaining the complete chain of events and pose a safety risk.

3.

Remember, that while you and the officer are riding on patrol, the officer is not "just riding around." Patrol is the most important part of the officer's job. The officer is expected to be alert, to concentrate on safe driving, and at the same time, look for violations of the law, hazardous conditions, suspicious circumstances, etc., and also listen to the police radio. If the officer stops talking to you in the middle of a sentence or does not seem to hear your question, it may be that the officer stopped to listen to a radio transmission or that something on the street caught the officer's attention.

4.

You may accompany the officer wherever the officer goes, but only with the officer's permission. If the officer is called to a fight in progress, a domestic dispute, etc., please be alert and careful. The officer will ask you to remain in the patrol car if the officer feels a situation could place you at risk.

5.

Wear your safety belt whenever the police car is in motion. At any given time, you might go from a slow routine patrol to a high-speed chase with red lights and siren.

6.

The equipment inside the police car (shotgun, red light switches, amber light switch, radio controls, etc.) will be explained to you by the officer. PLEASE DO NOT TOUCH ANY OF THIS EQUIPMENT.

Sincerely, Chief of Police

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MEDIA RIDE-ALONG CONSENT FORM The Vallejo Police Department, Public Information Officer, or designee is responsible for ensuring that members of the media, including camera crews, achieve their news objectives while abiding by the following list of guidelines while participating in a ride-along: 1. Media personnel accompanying Vallejo Police Officers are prohibited from accompanying officers into areas that are not accessible to the public. Specifically, these are areas wherein officers gain access due to their authority as peace officers, including but not limited to homes, backyards, ambulances, or any area where a reasonable expectation of privacy exists. 2. Vallejo Police Department personnel shall not be involved in obtaining authorization for the media to tape a person or to enter a non-public area. Any such agreement shall be made between said person and the media and/or camera crew. 3. Officers shall conduct only tasks directly related to their normal law enforcement duties and shall not grant media and/or camera crews any special treatment or access that exceeds what any person is entitled to during the course of a public ride-along. 4. Officers shall not allow media and/or camera crews to disrupt the normal course of their law enforcement duties and shall terminate the ride-along immediately upon any such disruption. 5. All media and/or camera crews attending public ride-alongs shall have prior consent from the Vallejo Police Department’s Public Information Officer or designee. All media and/or camera crews must also sign the city civilian Ride-Along Waiver. THE VALLEJO POLICE DEPARTMENT DOES NOT ALLOW MEDIA AND/OR CAMERA CREWS IN ANY AREAS NOT ACCESSIBLE TO THE PUBLIC WITHOUT PRIOR CONSENT FROM THE PERSON WHOSE REASONABLE EXPECTATION OF PRIVACY EXISTS. THERE IS NO EXCEPTION TO THIS RULE. I have read and agree to comply with the above listed guidelines. I understand that the Vallejo Police Department respects a person’s expectation of privacy and will not tolerate any intrusion of privacy by media and/or camera crews attending public ride-alongs.

Print Name:

Media Outlet:

Signature:

CITY OF VALLEJO, CA

Date:

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Attachment 6-N PUBLIC INFORMATION DEFINITIONS

Crisis

A crisis is any unpredictable event which threatens lives or property, disrupts city services, or which might undermine the confidence of citizens in their city government. For this plan, a crisis is a serious situation in which a coordinated public information program is necessary yet does not require the activation of the city’s Emergency Operations Plan or Emergency Operations Center.

Department Director

Department Directors and/or their designees lead public information efforts for their Department. These staff have completed training on effective public information procedures.

Disaster

A disaster is any incident(s), human-caused or natural, that requires responsive action to protect life or property and which results in the activation of the city’s Emergency Operations Plan.

Emergency

See Disaster

Emergency Alert System / Emergency Message System (EAS/EMS) This is a local radio station notification system which allows for the broadcast of emergency public information on commercial radio stations. Emergency Public Information (EPI)

Information that is disseminated primarily in anticipation of or during a crisis or disaster. In addition to providing situational information to the public, it also frequently provides directive actions required to be taken by the general public.

Emergency Public Information Plan This is the written document which describes the guidelines, policies, and procedures that direct the dissemination of emergency public information. Emergency Public Information Team (EPI) This is the group of individuals, formal or informal, who carry out the guidelines, policies and procedures that direct the dissemination of public information, whether in a crisis or disaster. Emergency Operations Plan (EOP) This is the written document which describes the guidelines, policies, and procedures that direct the response to an emergency and outlines steps to return to normal operations.

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Emergency Operations Center (EOC The EOC is a single site where city and other agency representatives (as required by the emergency) gather to coordinate efforts. The EOC is led by the EOC Director. Field Public Information Officer (Field PIO) Reports to an Incident Commander at the incident site. The Field PIO works with media at the actual scene of an incident, and may either speak to the media as a spokesperson or assist another official who serves as a spokesperson (such as the Incident Commander, elected or appointed official, or subject matter expert). The Field PIO provides information to the Lead PIO who is assigned to the EOC, when/if activated. Incident

Incident Command Post (ICP)

Incident Command System (ICS)

Incident Commander (IC)

An occurrence, natural or human-caused, which requires a coordinated public information effort, whether a crisis or disaster.

The field location at which the primary tactical-level on-scene incident command functions are performed.

A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize fieldlevel incident management operations.

The individual responsible for all field incident activities, including the development of strategies and tactics and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.

Incident Management Team (IMT) The IC and appropriate Command and General Staff personnel assigned to an incident. Incident Summary Form (ICS 209)

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A uniform document used by emergency management personnel which describes the incident. PIOs refer to this content for the preparation of press releases and other communications tools.

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Joint Information System (JIS)

Joint Information Center (JIC)

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Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, and timely information during incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.

A facility or virtual gathering to coordinate all incident-related public information activities. The JIC is the central point of information for all news media. Public information officials from all participating agencies should collocate at the JIC.

Lead Public Information Officer (Lead PIO) Reports to the Director of the EOC or the Incident Commander during a disaster (depending on the size and type of incident). The Lead PIO is responsible for managing and implementing all aspects of the EPIP, including making staffing assignments and advising regarding the most appropriate communications strategies and tactics. Media Briefing Center (MBC) In a major emergency, it will be necessary to establish a Media Briefing Center where all reporters who cover the incident can receive regular briefings, conduct interviews, write their stories, file stories, and congregate while awaiting updated information. Ideally, the MBC shall be located in an area with adequate parking and shelter, electricity, wireless Internet access, backdrop for one-on-one interviews, and other media-related needs. Media Statement

Messages (aka Key Messages)

A few paragraphs that explain the situation and the city’s response; usually used by the PIO or others who speak to the media (such as the IC, Department Director, elected or appointed official, or subject matter expert) to summarize events.

These are the key points or thoughts that all audiences should learn via all communications vehicles.

National Incident Management System (NIMS) The name of the emergency response approach adopted by the federal government to ensure all emergency personnel adopt a similar incident management system. Public Information Officer(s) (PIOs)

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Reports to the Lead PIO or Department Director and is responsible for various information activities during the incident.

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Press Release

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Using a prescribed format, a press release is used to convey all the information available at a certain point in the incident response. The release is issued to media representatives on scene, sent via email to media outlets/wire services, posted on the web, given to community leaders and other agency officials, etc.

Situation Reports (SITREPS)/ Situation Status Reports (SITSTATS) These are reports used by incident commanders or EOC Director to learn of and share the status of various aspects of the emergency response, typically created by various staff members in the Emergency Operations Center. Standardized Emergency Management System (SEMS) This is a set of principles developed for coordinating state and local emergency response in California. Subject Matter Experts Serves as additional media spokespersons to provide specific knowledge of various aspects of the response, such as those representing police, fire, engineering, public works, Red Cross, animal control, etc. Unified Command (UC) An application of ICS used when there is more than one agency with incident jurisdiction or when incidents cross political jurisdictions.

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ANNEX B OPERATIONS SECTION Content

Page

Purpose Duties

............................................................................................................................. B-1 ............. ..................................................................................................................... B-1

Concept of Operation ......................................................................................................................... B-4 Preparedness Initial Response Extended Operations Post Emergency Attachments 1 Operations Section Chief Emergency Action Checklist .......................................................... B-7 1-A Mutual Aid Request Protocols 1-B Mutual Aid Request Tracking Form 2

Law Enforcement Branch Emergency Action Checklist ....................................................... B-17 2-A Traffic Control Operations 2-B Movement, Evacuation, and Access Control 2-C Permit to Enter Restricted Area

3

Fire and Rescue Branch Emergency Action Checklist .......................................................... B-27

4

Construction and Engineering Branch Emergency Action Checklist .................................... B-33

5

Debris Clearance Emergency Action Checklist..................................................................... B-39

6

Safety/Damage Inspection Emergency Action Checklist ..................................................... B-43

7

Care and Shelter Branch Emergency Action Checklist ......................................................... B-49 7-A Care and Shelter Facilities Form

8

Vallejo Sanitation and Flood Control District ...................................................................... B-55

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ANNEX B OPERATIONS SECTION

ANNEX B OPERATIONS SECTION PURPOSE The Operations Section supports all tactical emergency response assets, regardless of agency affiliation or type of asset. The Operations Section orchestrates strategic support to all emergency response operations. The Operations Section implements the Emergency Operations Center (EOC) Action Plan and facilitates the direction of and makes changes based on the prevailing emergency conditions. The Operations Section staff must evaluate the potential economic, social and environmental impacts of the disaster on its citizens, residents, businesses and visitors while managing response to the conditions within the city. Additionally, the Operations Section staff must consider whether an emergency in a neighboring jurisdiction could impact the City of Vallejo, or draw upon resources normally available to the city. When fully staffed, the City’s Operations Section may include each of the following positions.   

  

Operations Section Chief Law Enforcement Construction and Engineering

Fire and Rescue Care and Shelter Safety/Damage Inspection

Only those positions required by the emergency are activated. If personnel are not available for the required position, the duties assigned to the unstaffed function are the responsibility of the Operations Section Chief, who is a member of the EOC General Staff and reports to the Director of Emergency Services.

DUTIES The demands placed upon the Operations Section Chief to manage multiple agencies in response to an emergency require skills at managing crisis conditions. The demands of the emergency may dictate who is selected as the Operations Section Chief. In the case of a law enforcement event, law enforcement staff may act as the Operations Section Chief. In the event of a fire or hazmat event, the fire department may be the Operations Section Chief. In the event of a flood, the Utilities Director may act as the Chief. At the time of the event, the Director of Emergency Services will determine which discipline will act as the Operations Section Chief. In general, the Operations Section Chief is responsible to: 

Define the Operations Section organization and required response entities.



Gather information related to resource deployment, response and employee conditions and logistical support needs from the Operations Section staff for input into EOC Action Plan.

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

Assist the Planning/Intelligence Section Chief with the development of the EOC Action Plan and supervise the activities of the Operations Section to implement the EOC Action Plan.



Coordinate the activities of the various response units to ensure an effective response.



Coordinate with county response agencies, such as Public Health, EMS, Coroner, etc.



Negotiate issues of conflict between responding agencies.

In general, the Law Enforcement function is responsible to: 

Coordinate the alerting and warning of the general public.



Ensure the enforcement of routine and emergency ordinances.



Coordinate the deployment of law enforcement, crowd control and traffic management resources and personnel, throughout the city.



Coordinate evacuation planning with cooperating agencies.



Provide security and crowd control at Care and Shelter and other critical facilities.



Activate appropriate light search and rescue resources and support heavy rescue operations.



Establish Incident Command at terrorist events, while preparing for Unified Command decision-making.



Coordinate Coroner functions until their arrival.



Report conditions related to visible damages to the Safety/Damage Inspection Team.

In general, staff assigned to the Fire and Rescue function are responsible to: 

Mobilize and deploy fire resources and coordinate fire suppression and related rescue operations.



Coordinate heavy and urban search and rescue operations.



Coordinate field medical response.



Coordinate with the Incident Commander at hazardous materials incidents.



As available assist with alerting, notifying and warning activities.



Report conditions related to visible damages to the Safety/Damage Inspection Team.

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In general, staff assigned to the Construction and Engineering function are responsible to: 

Evaluate coordination and supervision of the Construction and Engineering Branch.



Assess post-event serviceability of facilities and structures.



Mobilize and deploy Public Works resources, including transportation and traffic, and engineering.



Conduct emergency repair and/or restoration of essential streets, roads, highways and related bridges, overpasses, underpasses and tunnels.



Develop Fallout Shelters.



Conduct emergency debris clearance and route recovery operations.



Support safety/damage inspection activities.



As available assist in needed access and evacuation activities.



Report conditions related to visible damages to the Safety (Damage) Assessment team.

In general, staff assigned to the Safety/Damage Inspection function are responsible to: 

Mobilize and deploy Safety/Damage Inspection resources, including building inspectors.



Evaluate safety of buildings, according to ATC-20-2 procedures.



Document damage information reported from the field.



Determine resource needs.



Orient incoming mutual aid resources on process of building tagging.



Coordinate with Public Health on environmental issues.

In general, staff assigned to the Care and Shelter function are responsible to: 

Coordinate with the American Red Cross and County resources to accomplish the Care and Shelter function.



Coordinate food, clothing, shelter and other basic necessities of life, on a Care and Shelter basis, to persons unable to provide for themselves as a result of a disaster.



Provide an inquiry service to reunite separated families or respond to inquires from relatives and friends outside the affected area.

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

Assure an orderly transition from Care and Shelter to separate family living to post disaster recovery.



Identify the needs of those with ambulatory challenges, special needs or conditions that require additional resources.

CONCEPT OF OPERATIONS To respond to disasters effectively, each person assigned an emergency management position has specific duties to complete before, during and after a disaster. These tasks are outlined in the City of Vallejo Emergency Operations Plan (EOP), Basic Plan. More detailed information about each function in the Emergency Operations Center (EOC) is presented in this and other portions of the EOP. Preparedness Preparedness actions allow staff to prepare for disaster operations, become familiar with the contents of this plan, develop and update procedures and resource lists and participate in training drills and exercises. The duties of assigned Operations Section Chief include: 

Participate in regular meetings of the EOC staff to maintain familiarity with the role and responsibilities of the assigned EOC function and to discuss emergency management issues.



Review the EOP, applicable department plans, standard operating procedures, and the materials contained in this annex. Submit recommended revisions and updates to this annex to the City of Vallejo Assistant Director of Emergency Services.



Develop any additional information to be incorporated into the assigned annex and submit to the Assistant Director of Emergency Services.



Participate in training, exercises and post-exercise critiques conducted by the Assistant Director of Emergency Services.

Initial Response Specific activities to be performed by the Operations Section personnel are listed in the Attachments to this annex. The Operations Section staff are responsible to: 

Report to the EOC and obtain a briefing. The Operations Section Chief provides or receives the briefing with the Emergency Services Director. Operations Section personnel receive the briefing from the Operations Section Chief.



Determine which Operations Section positions should be activated and notify assigned staff, as indicated.



Initiate and maintain individual activity logs.

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

ANNEX B OPERATIONS SECTION

Implement activities outlined in the checklists contained in the Attachments provided with this Annex.

Extended Operations 

The Operations Section Chief coordinates activities of staff within the assigned Section, and with other Section Chiefs, as indicated, and reports unresolved conflicts to the Director of Emergency Services.



The Section Chief participates in the EOC Action Planning meetings, EOC briefings, and conducts periodic Section Briefings.



Each Operations Section member participates in regular EOC Section briefings and provides input into the EOC Action Plan.



Each Operations Section member tracks all activities and decisions in an individual activity log.



Each Operations Section member coordinates appropriate actions with like discipline representatives in the Operational Area EOC as needed. The Operations Section Chief ensures coordination with County agencies for services normally provided by the County, such as Health and Medical.



Each Operations Section member ensures the health of responders is considered in decisions affecting the EOC Action Plan.

Post Emergency 

Upon deactivation of the EOC, each Operations Section member makes notifications as indicated.



Each Operations Section member provides the Logistics Section Supply Staff with a list of any expendable supplies to be replenished.



Each Operations Section member ensures that non-expendable supplies/equipment are serviced and retuned to proper locations.



Each Operations Section member participates in EOC debriefing and critique sessions.

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Attachment 1 OPERATIONS SECTION CHIEF EMERGENCY ACTION CHECKLIST The demands of the emergency may dictate who is selected as the Operations Section Chief. In the case of a law enforcement event, law enforcement staff may act as the Operations Section Chief. In the event of a fire or hazmat event, the Fire Department may be the Operations Section Chief. In the event of a flood, the Public Works manager may act as the Chief. At the time of the event, the Director of Emergency Services will determine which discipline will act as the Operations Section Chief. The location of the event may also determine whether the Operations Section Chief is a city or county department representative.

How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Advise pre-assigned Section staff of the potential need to respond.



Review this Attachment and appropriate standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Director of Emergency Services: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues

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

Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Fulfill all responsibilities of your position.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations o Issues that involve potential liability



Determine the extent to which Section functions should be activated and initiate staff notification procedure. Based on the situation, activate the necessary branches, groups or units within the Operations Section: o Law Enforcement o Fire and Rescue o Construction and Engineering o Safety/Damage Inspection o Care and Shelter



Fulfill all responsibilities of your position.



Complete and maintain status reports, as requested, and submit them to the Director of Emergency Services.



Notify the Planning/Intelligence Section, which Operations Section positions will be activated, including names and locations of assigned personnel.



Gather information related to resource deployment, response and employee conditions and logistical support needs from the Operations Section staff for input into EOC Action Plan.



Identify available internal and external communications capabilities.



Assist the Planning/Intelligence Section Chief with the development of the EOC Action Plan and supervise the activities of the Operations Section to implement the EOC Action Plan.



Assign and brief incoming staff, in accordance with the EOC Action Plan. o Assign specific duties to staff; supervise staff. o Develop and implement accountability, safety, and security measures for personnel and resources. o Discuss emergency situation with Operations Section personnel.  Conduct briefing on the EOC Action Plan  Ensure each Section person has a copy of the written Action Plan

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  o



ANNEX B OPERATIONS SECTION

Establish reporting requirements concerning execution of the action plan. Provide additional information as needed.

Review and control operations based on Planning/Intelligence Section information:  Resource availability  Situation status  Weather  Communications capability  Environmental impact

Develop and implement accountability, safety, and security measures for Section staff and resources.

Extended Operations In addition to the Initial Response activities: 

Participate in regular EOC briefings and provide input to the EOC Action Plan.



Monitor response activities and identify any potential issues that require prompt attention.



Request additional personnel and/or equipment resources, as necessary.



Supervise the activities of personnel assigned to the Operations Section. o Receive information routinely or as requested about operations activities from the Operations personnel and Situation Status. o Determine adequacy of the operations by:  Approving changes to the EOC Action Plan as needed.  Providing information on the above changes to the Planning/Intelligence Section Chief. o Implement needed changes to activities. o Coordinate the activities of all assigned resources. o Manage unresolved problems. o Monitor the welfare of the field and EOC personnel and request feeding and other services as needed.



On a routine basis, report information about activities, events and occurrences to the Director of Emergency Services. o Obtain information about special events, personal observations, and comments from operations personnel.



Determine needs and request resources through routine channels or the Operations Section Chief. o Evaluate the progress of operations by obtaining the latest situation report, and receive and evaluate status reports from operations personnel. o Determine the reasons for inadequacies of the operations, if any exist. o Request additional resources and provide the type, quantity, need, location, and supervisor to whom assigned resources report, and communications needs.

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o

ANNEX B OPERATIONS SECTION

Review the list of suggested resources to be released, if available, and evaluate applicability to the existing need



Identify need for Staging Areas. o Identify appropriate locations for staging area(s) o Identify expected number and type of resources to be assembled in each staging area. o Identify anticipated duration for use. o Determine need for Logistics staff at the Staging Area.



Evaluate resources and determine which resources may be released for re-assignment, and make recommendation for release to the Director of Emergency Services.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

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Attachment 1-A MUTUAL AID REQUEST PROTOCOLS PROCESS During response to an emergency, the responding local jurisdiction(s) must first use or account for all its own resources, determine that the resources are not sufficient to manage response to the disaster, and then request assistance from outside its jurisdiction. The request fist comes from the City to the Operational Area (OA). Pre-designated OA staff review resources available throughout the county, whether the resource belongs to a city or the county, and determine if the request can be met with available resources. If the request cannot be filled, it moves up the mutual aid system to a State of California Office of Emergency Services (Cal OES) contact. Representatives from the state look for resources within the region (or counties within a specific area around Solano County) for the resources. If the need cannot be addressed within the regional area, the request moves up to a statewide. Because the State is obligated to provide available resources to assist local and county jurisdictions in emergencies, state resources may be called in to address the need during this request process. To facilitate the coordination and flow of mutual aid, the state has been divided into six mutual aid regions. Solano County is located within Mutual Aid Region II. Discipline Specific The statewide system includes several discipline-specific mutual aid systems, such as, but not limited to, fire and rescue, law enforcement and, emergency managers. The adoption of SEMS does not alter existing mutual aid systems. To further facilitate the mutual aid process, particularly during day-to-day emergencies involving public safety agencies, Fire and Rescue and Law Enforcement Mutual Aid Coordinators have been selected and function at the Operational Area, regional and state levels. Regional Disaster Medical Health Coordinators have been identified for each mutual aid region to coordinate medical mutual aid during disasters. It is expected that, during a disaster, the Solano Operational Area Mutual Aid Coordinators will be assigned to the Solano Operational Area Emergency Operations Center. The basic role of a mutual aid coordinator is to receive mutual aid requests, coordinate the provision of resources from within the coordinator's geographic area of responsibility and pass on unfilled requests to the next SEMS level. Volunteer Organizations Volunteer and private agencies are part of the Solano Operational Area's mutual aid system. The American Red Cross and Salvation Army are essential elements of Solano County's response to meet the care and shelter needs of disaster victims. Private sector medical/health resources are an essential part of the County's medical response. Volunteer and private agencies mobilize volunteers and other resources through their own systems. These agencies are represented at the Solano Operational Area EOC when activated.

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MUTUAL AID REQUEST INFORMATION At a minimum, requests for mutual aid are to include the following details.       

Number and type of personnel needed Type and amount of equipment needed Reporting time and location Authority to whom forces should report Access routes into the affected area(s) Estimated duration of operations Risks and hazards

COORDINATION OF REQUESTS During a proclaimed emergency, Law Enforcement and Fire and Rescue Mutual Aid requests will be coordinated according to the appropriate mutual aid program. For other requests, the Solano Operational Area will coordinate mutual aid requests between City of Vallejo, Solano County, the Solano Operational Area member jurisdictions, and Cal OES Coastal Regional Emergency Operations Center (REOC). Incoming mutual aid resources may be received and processed at several types of facilities including marshaling areas, mobilization centers and incident facilities. Marshaling Areas are used for the complete assemblage of personnel and other resources prior to being sent directly to the disaster site. Mobilization Centers are off-incident locations at which emergency response personnel and equipment are temporarily located pending assignment, release or reassignment. Incident facilities include Incident Command Posts, staging areas, bases, and camps. Staging Areas are temporary locations at an incident where personnel and equipment are staged while awaiting tactical assignments. During a proclaimed emergency, the Solano Operational Area will coordinate mutual aid requests between Solano County, the Solano Operational Area member jurisdictions, and the State Cal OES Coastal Regional Emergency Operations Center (REOC). At a minimum, requests should specify the following details. o Number and type of personnel needed o Type and amount of equipment needed o Reporting time and location o Authority to whom forces should report o Access routes into the affected area(s) o Estimated duration of operations o Risks or hazards

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ANNEX B OPERATIONS SECTION

MUTUAL AID PROCEDURES Local Government Level takes the following actions. (a) Expends local resources within reasonable limits. (b) Makes request through established channels. (c) Arranges for the board and care of incoming mutual aid. (d) Facilitates the care and feeding of incoming resources as needed. (e) Provides for the safety of personnel. Operational Area Level takes the following actions. (a) Coordinates intra-county mutual aid. (b) Maintains liaison with the appropriate Cal OES Mutual Aid Region Coordinator, jurisdictions within the Operational Area, and neighboring jurisdictions. (c) Identifies Multi-Purpose Staging Areas (MSAs) for incoming personnel and resources, or for support and recovery operations. (d) Channels mutual aid requests that cannot be satisfied locally to the appropriate Cal OES Mutual Aid Region Coordinator. (e) Provides periodic status reports to the appropriate Cal OES Region Mutual Aid Coordinator(s) throughout the course of the emergency situation. (f) Receives and employs personnel and resources provided by other jurisdictions, the state and federal government, and the private sector. (g) Executes emergency regulations issued by the Governor and the City Council. Cal OES Mutual Aid Region takes the following actions. (a) Maintains Liaison with appropriate local, state, and federal emergency response agencies within the region. (b) Provides planning guidance and assistance to local jurisdictions. (c) Responds to mutual aid requests submitted by local jurisdictions and/or Operational Area Coordinators. (d) Receives, evaluates, and disseminates information on emergency operations.

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ANNEX B OPERATIONS SECTION

(e) Provides the Cal OES Director with situation reports and recommends courses of action, if appropriate. California Office of Emergency Services (Cal OES) takes the following actions. (a) Performs executive functions assigned by the Governor. (b) Coordinates the extraordinary emergency activities of all state agencies. (c) Receives, evaluates, and disseminates information on emergency operations. (d) Prepares and disseminates emergency proclamations and orders for the Governor. (e) Receives, evaluates, processes, and acts on requests for mutual aid. (f) Coordinates the application of state mutual aid resources. (g) Receives, processes, and transmits requests for federal assistance. (h) Directs the receipt, allocation, and integration of resources supplied by federal agencies and/or other states. (i) Maintains liaison with appropriate state, federal, and private agencies. (j) Coordinates emergency operations with neighboring states. Other State Agencies: (a) Provide assistance to local jurisdictions commensurate with capabilities and available resources.

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ANNEX B OPERATIONS SECTION

Attachment 1-B MUTUAL AID REQUEST TRACKING FORM Function: 

Law



Fire



Public Works

Safety/Damage Assessment





Mutual Aid Time Requested

Request

Prepared by:

CITY OF VALLEJO, CA

Title:

Time Filled

Agency/Jurisdiction

Operational Period:

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ANNEX B OPERATIONS SECTION

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Attachment 2 LAW ENFORCEMENT BRANCH EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this Annex, Attachment, checklist, department operations plans, guidelines, and checklists, and mutual aid agreements.



Document preparedness activities, monitor the situation, and maintain readiness posture: o Establish and maintain an activity log. o Notify alternates of situation. o Notify other key management of situation. o Develop a potential Action Plan based on the impending emergency.



Establish contact with Operational Area Sheriff: o Advise them of the situation. o Encourage the adoption of increased readiness posture.  Provide copy of Increased Readiness Checklist as appropriate.



Consider alerting/recalling off-duty personnel and specialized teams: o Establish an emergency work schedule. o Determine clothing suitability for personnel.



Assess the availability and condition of resources: o Determine the number of properly staffed units.  Determine vehicle suitability for conditions. o Determine department logistics needs:  Feeding and lodging requirements  Anticipate potential re-supply needs  Emergency power o Determine specialized equipment needs.

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o

ANNEX B OPERATIONS SECTION

 Riot gear  Specialty vehicles Request additional emergency supplies, as necessary, via Logistics.



Position equipment in strategic locations to meet expected needs.



Coordinate Emergency Public Information with the City Public Information Officer (PIO).

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations o Issues that involve potential liability



Fulfill all responsibilities of your position.



Based on the situation, activate the necessary units within the Law Enforcement Branch: o Movement and Evacuation Unit o Traffic Control Unit o Security and Access Unit o Coroner Unit



Fulfill all responsibilities of your branch until units are staffed.



Assign and brief any subordinates, as indicated.

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ANNEX B OPERATIONS SECTION

Extended Operations In addition to the Initial Response activities: 

Participate in regular Section briefings and provide input to the EOC Action Plan. o Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of the Law Enforcement operations periodically or as requested during the operational period. o As requested complete and maintain the Law Enforcement Branch Status Report and submit to the Planning/Intelligence Section.



Monitor response activities and identify any potential issues that require prompt attention. o Ensure coordination occurs with the Department Operations Centers, including:  Discuss strategies for dealing with potential problems;  Identify critical issues, needs, resources or shortfalls; and  Update the Action Plan and report back on previously assigned tasks. o Coordinate critical intelligence and emergency information between functional units within the Section. Ensure that information about departmental activities that may impact another departments operations is shared and field activities coordinated.



Monitor response activities and identify any potential issues that require prompt attention.



Coordinate Emergency Public Information with the City PIO.



Receive and process or refer, as appropriate, requests for personnel, supplies and/or equipment, as indicated.



Based on the conditions, activate the appropriate plan, if not already activated. o Law Enforcement Search and Rescue, including Dive Teams if needed o Heavy or Urban Heavy Search and Rescue o Swift Water Rescue o Multi-Casualty Incident (MCI) Plan o Operational Area Hazardous Materials Emergency Response Plan o Explosive Ordnance Disposal Response Plan



Ensure the following actions according to the above noted plan. o Make notifications to other agencies for response or stand-by as appropriate. o Maintain contact with field personnel. o Gather intelligence and pass to other EOC staff. o Coordinate with other emergency responders. o Notify adjoining law enforcement agencies of the local problem and current status. o Coordinate mutual aid. o Consider restricting airspace, if necessary. o Recall off-duty personnel, as needed.

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ANNEX B OPERATIONS SECTION



Coordinate evacuation of population in affected area; as needed, establish an Evacuation Unit and appoint an Evacuation Unit Leader. o With Fire, determine where hazardous chemicals, flammable substances and explosives are stored or near the hazard area. o Notify Solano County OES if evacuation is being considered or becomes necessary. o Coordinate with Care and Shelter staff to notify the American Red Cross if evacuation is being considered or becomes necessary. o Determine evacuation area and establish evacuation routes; coordinate with Traffic Control Unit Leader. o Locate a rendezvous point for evacuees that is out of harm's way if a shelter is not immediately identified. o Consider the impact of adverse weather conditions on evacuations. o Request Care and Shelter Coordination staff to manage shelter needs. o Alert threatened population. o Coordinate custody of minors with Child Protective Services. o Determine the condition and welfare of dependent care facilities (board & care, day care, hospitals, convalescent) and assist with evacuation, as indicated. o Ensure that searched areas are appropriately marked. o When evacuation orders are lifted:  Coordinate the transportation of evacuated persons back to their homes when possible. Determine effects to public transportation.  Provide for the storage and establish a recovery process for large numbers of impounded vehicles.  Coordinate with Construction and Engineering on the priority for the repair and reopening of roads to assist with large numbers of evacuees returning to the area.



Coordinate Traffic Control; as needed, establish a Traffic Control Unit and appoint a Traffic Control Unit Leader. o Survey status of major evacuation routes and identify alternate routes. o Coordinate with City Transportation Division and/or CalTrans for barricades and signs. o "Post" tow trucks on evacuation routes to assist disabled vehicles; determine disposition procedures for disabled vehicles (full-tow & impoundment vs. clearing roadways). o Determine evacuation time estimates if time allows. o Coordinate with City General Services about transportation for those requiring it.  Ensure non-ambulatory people are evacuated.  Assist with evacuating incarcerated people.  Assist evacuees with transportation back to their homes as necessary. o Facilitate the movement of emergency vehicles with CHP. o Monitor traffic flow on evacuation routes.



Establish security patrols and perimeter access controls; as needed, establish a Security Unit and appoint a Security Unit Leader. o Secure damaged and evacuated areas. o Establish security for vital facilities and essential supplies. o Consider the need to procure temporary fencing and contract with private security firms. o Implement "Access Control Procedures." See Attachment 2-B.

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o o

ANNEX B OPERATIONS SECTION

Provide crowd control at assembly locations. Impose and enforce curfews as directed.



Coordinate light search and rescue operations and assist where needed with Urban or Heavy Search and Rescue operations.



Coordinate with County Animal Services and County Agriculture Commissioner to take required animal control measures.



Assist with the removal and disposition of the dead if requested by the County Sheriff/Coroner; as needed, appoint a Coroner Unit and appoint a Coroner Unit Leader. o Obtain initial assessment of scene. o Determine which hospitals injured have been taken to. o Assist field with resource needs.  Temporary cold storage, body bags, casualty collection points/temporary morgues, forensic labs, local morticians o Assist in the reburial of disturbed coffins. o Compile statistics on dead, those unidentifiable, next of kin yet to be notified.



Consider with the Department Chaplain the need for Critical Incident Stress Debriefing.



Arrange for rest of crews and safety checks of apparatus prior to demobilization.



As available, assist in safety/damage inspection.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.

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ANNEX B OPERATIONS SECTION



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

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Attachment 2-A TRAFFIC CONTROL OPERATIONS TRAFFIC CONTROL OPERATIONS OBJECTIVES The overall objectives of law enforcement and traffic control operations will be to: 

Mobilize, deploy, and organize for law enforcement and traffic control operations.



Assist in alerting and notifying the general public.



Report conditions, needs, safety/damage inspection, and other vital information, to include closures, bridge failures, collapsed buildings, casualty estimates or any other situation, which would normally require emergency response.



Provide traffic and crowd control in support of evacuation plans and in cooperation with other agencies having similar responsibilities.



Provide security and crowd control support at mass care facilities, Multipurpose Staging Areas, Casualty Collection Points, storage areas, vacated areas, key facilities, and vital institutions.



Establish procedures to allow rapid access by authorized personnel to controlled areas.



Protect critical facilities and supplies.



Assist in establishing Multipurpose Staging Areas for incoming mutual aid, supplies, equipment, food, medical resources, etc.



Establish liaison with Coroner Services. Provide security protection of personal effects and assist with identification of the dead.



Support search and rescue operations.



It shall be the policy of the Police Department to utilize the Incident Command System (ICS) during all Disasters and Major call/ Critical Incident operations.

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ANNEX B OPERATIONS SECTION

Attachment 2-B MOVEMENT, EVACUATION AND ACCESS CONTROL PROCEDURES INTRODUCTION This Attachment provides guidance for the conduct of mass evacuations and movement of people during any of the three Disaster categories, or any of the Major Calls/Critical Incidents, that could be encountered in the City of Vallejo. It also describes the organization and responsibilities for conducting evacuation operations. The fundamental assumption for evacuation is that sufficient warning time will be available to evacuate the threatened population. During and following an evacuation, perimeter access controls will be necessary to eliminate any re-entry of the hazard area by unauthorized persons.

OBJECTIVES The overall objectives of movement and evacuation operations are to: 

Expedite movement of persons from hazardous areas.



Control evacuation traffic.



Provide transportation for those without vehicles and for those with special needs (language barriers, physical/mental handicap, elderly etc.).



Provide perimeter control and security for evacuated areas.



Provide a controlled area from which evacuation will take place, and prevent entry by unauthorized persons.



Protect lives by controlling entry into extreme hazard areas, thus reducing public exposure to the current or pending hazard.



Maintain law and order in the evacuation area as well as the normal areas of responsibility.

CITY OF VALLEJO, CA

B-24

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION

Attachment 2-C PERMIT TO ENTER RESTRICTED AREAS Applicant Information Name:

Address:

Telephone:

Emergency Contact:

Address:

Telephone:

Reason for Entry (If scientific research, specify objectives, length of time needed for study, methodology, qualifications, sponsoring party, National Science Foundation grant number, and date.

Travel Information (Fill out applicable sections) Method of Travel (vehicle/aircraft):

Description and License Number of Vehicle/Aircraft:

Route of Travel (if by vehicle):

Destination by Legal Location or Landmark:

Alternate Escape Route (if different from above):

Communication Information Cellular telephone number. If two-way radio system is to be used indicate type, frequencies, and base-station telephone number that we can contact in an emergency. A CB radio will not be accepted. ENTRY GRANTED INTO HAZARD AREA: Authorizing Signature: ________________ Printed Name:

__________________

Entry Time:_ Expiration Time: _

Entry Date:

___________

Expiration Date: _________

The conditions for entry should be attached to this permit. Any violation of these conditions can result in the revocation of this permit. The Waiver of Liability is made a part of and is on the reverse side of this permit. All persons entering the restricted area under this permit must sign the Waiver of Liability before entry.

CITY OF VALLEJO, CA

B-25

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION

CITY OF VALLEJO PERMIT TO ENTER RESTRICTED AREAS Page 2 Waiver of Liability I, the undersigned, hereby understand and agree to the requirements stated in the application for and in the safety regulations and do further understand that I so hereby release and discharge the federal government, the State of California, and all its political subdivisions, their officers, agents and employees from all liability for any damages or losses incurred while within the restricted area. I understand that the entry permit is conditioned upon this waiver. I understand that no public agency shall have any duty to attempt any search and rescue efforts on my behalf while I am in the restricted area. Signatures of Applicant and all Members of Field Party _____________ I have read and understand the above Waiver of Liability

_____________ I have read and understand the above Waiver of Liability

_____________ I have read and understand the above Waiver of Liability

If additional signatures/date blocks are needed, use additional Page 2s as necessary.

CITY OF VALLEJO, CA

B-26

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION

Attachment 3 FIRE AND RESCUE BRANCH CHIEF EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this Annex, Attachment, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture. o Establish and maintain an activity log. o Notify alternates of situation. o Notify other key management of situation.



Establish contact with Operational Area Fire and Rescue agencies. o Advise of the situation. o Encourage the adoption of increased readiness posture; provide copy of Increased Readiness Checklist as appropriate.



Consider alerting/recalling off-duty personnel and specialized teams. o Evaluate the need for emergency work schedule. o Determine clothing suitability for personnel.



Assess the availability and condition of resources. o Determine the amount of apparatus and equipment available for dispatch within or outside the City of Vallejo.  Determine vehicle suitability for conditions. o Determine department logistics needs.  Feeding and lodging requirements  Anticipate potential re-supply needs  Emergency power

CITY OF VALLEJO, CA

B-27

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

o

o

ANNEX B OPERATIONS SECTION

Determine specialized equipment needs.  Medical supplies  Rescue equipment and support materials  Firefighting materials  Protective clothing  Extra air bottles Request additional emergency supplies, as necessary.



Position equipment in strategic locations to meet expected needs.



Coordinate Emergency Public Information with City of Vallejo Public Information Officer (PIO).

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations o Issues that involve potential liability



Fulfill all responsibilities of your position.



Based on the situation, activate the necessary units within the Fire and Rescue Branch: o Fire Operations Unit o Heavy Rescue Unit o Hazardous Materials Unit



Fulfill all responsibilities of your branch until units are staffed.



Assign and brief any subordinates, as indicated.

CITY OF VALLEJO, CA

B-28

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION



Complete and maintain branch status reports, as requested by the Planning/Intelligence Section



Create and implement the objectives of the EOC Action Plan for your branch. o Prepare and submit a preliminary branch status report and major incident report to the Operations Section Chief. o Prepare objectives for the Fire and Rescue Branch; provide them to the Operations Section Chief prior to the first action plan meeting.



Manage overall coordination and supervision of the Fire and Rescue Branch.



Provide the Operations Section Chief with updates as requested or appropriate.



Assist the Operational Area Coordinator in acquiring mutual aid resources, as necessary.

Extended Operations In addition to the Initial Response activities: 

Participate in regular Section briefings and provide input to the EOC Action Plan. o Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of the Fire and Rescue Branch operations periodically or as requested during the operational period. o As requested complete and maintain the Fire and Rescue Branch Status Report and submit to the Planning/Intelligence Section.



Monitor response activities and identify any potential issues that require prompt attention. o Ensure coordination occurs with the Fire Department Operations Center, including:  Discuss strategies for dealing with potential problems;  Identify critical issues, needs, resources or shortfalls; and  Update the Action Plan and report back on previously assigned tasks. o Coordinate critical intelligence and emergency information between functional units within the Section. Ensure that information about departmental activities that may impact another departments operations is shared and field activities coordinated.



Receive and process or refer, as appropriate, requests for personnel, supplies and/or equipment, as indicated.



Coordinate Emergency Public Information with the City PIO.



Based on the conditions, activate the appropriate plan, if not already activated. o Law Enforcement Search and Rescue, including Dive Teams if needed o Heavy or Urban Heavy Search and Rescue o Swift Water Rescue o Multi-Casualty Incident (MCI) Plan o Operational Area Hazardous Materials Emergency Response Plan o Dam Failure Evacuation Plan o Explosive Ordnance Disposal Response Plan

CITY OF VALLEJO, CA

B-29

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION



Ensure the following actions according to the appropriate plan. o Make notifications to other agencies for response or stand-by as appropriate. o Maintain contact with field personnel. o Gather intelligence and pass to other EOC staff. o Coordinate with other emergency responders. o Notify adjoining Fire and Rescue agencies of the local problem and current status. o Coordinate mutual aid. o Recall off-duty personnel, as needed.



Determine if fire-fighting water system is functional.



Test communications and determine additional needs.



Conduct windshield survey of response area and report damage to the Safety/damage inspection unit.



Based on the situation, activate the necessary units within the Fire and Rescue Branch: o Fire Operations Unit o Haz Mat Unit o Radiological Unit o Search and Rescue Unit



As available, assist in any mitigation efforts underway (sandbagging, etc.).



Coordinate debris clearance with City Public Works Department from planned routes to support fire and rescue activities.



Coordinate the activation of multi-purpose staging areas.



Release mutual aid resources as need diminishes.



Monitor fire-related safety issues.



Coordinate fire inspections at congregate care facilities.



Conduct technical rescues; as needed, establish Technical Rescue Unit and appoint a Technical Rescue Unit Leader. o Request heavy equipment from City Public Works Department. o Request a USAR Task Force from Region.



Ensure personnel take precautionary actions to protect medical and fire personnel when caring for contaminated victims.



Mitigate hazmat incidents; as needed, establish Hazmat Unit and appoint a Hazmat Unit Leader. o Inspect facilities where hazardous chemicals, flammable substances, or explosives are stored once the hazard has been abated.

CITY OF VALLEJO, CA

B-30

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

o o

ANNEX B OPERATIONS SECTION

Determine where hazardous chemicals, flammable substances, and explosives are stored in the hazard area. Coordinate activities with County Health and Medical staff.



Consider with the Department Chaplain the need for Critical Incident Stress Debriefing.



Arrange for rest of crews and safety checks of apparatus prior to demobilization.



As available, assist in safety/damage inspection.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

B-31

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION

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CITY OF VALLEJO, CA

B-32

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION

Attachment 4 CONSTRUCTION AND ENGINEERING BRANCH EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this Annex, Attachment, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture. o Establish and maintain an activity log. o Notify alternates of situation. o Notify other key management of situation. o Review appropriate emergency operations plans, guidelines, and checklists, and mutual aid agreements. o Develop a potential Action Plan based on the impending emergency.



Consider alerting/recalling off-duty personnel and specialized teams. o Establish an emergency work schedule. o Determine clothing suitability for personnel.



Test communications equipment.



Assess the availability and condition of resources. o Review inventory lists and location of equipment.  Determine vehicle suitability for conditions. o Determine department logistics needs.  Feeding and lodging requirements  Anticipate potential re-supply needs  Emergency power o Determine specialized equipment needs.

CITY OF VALLEJO, CA

B-33

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

o

ANNEX B OPERATIONS SECTION

 Street closure materials  Heavy equipment Stockpile vital supplies or equipment.  Request additional emergency supplies, as necessary.



Pre-position equipment in strategic locations to meet expected needs.



Inspect facilities designated as Care and Shelter facilities.



Monitor roadways, flood control channels, flumes, dams, and bridges.



Coordinate Emergency Public Information with City of Vallejo Public Information Officer (PIO).

Initial Response



Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations o Issues that involve potential liability



Fulfill all responsibilities of your position.



Assign and brief any subordinates, as indicated. o Activate the necessary units within the Construction and Engineering Branch, based on the conditions.  Maintenance Operations  Debris Clearance



Fulfill all responsibilities of your branch until units are staffed.

CITY OF VALLEJO, CA

B-34

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION



Complete and maintain branch status reports, as requested, and submit to the Operations and Planning/Intelligence Section Chiefs.



Create and implement the objectives of the EOC Action Plan for your branch. o Prepare and submit a preliminary branch status report and major incident report to the Operations Section Chief. o Prepare objectives for the Branch; provide them to the Operations Section Chief prior to the first action plan meeting.



Overall coordination and supervision of the Construction and Engineering Branch.



Provide the Operations Section Chief with updates as requested or appropriate.

Extended Operations In addition to the Initial Response activities: 

Participate in regular Section briefings and provide input to the EOC Action Plan. o Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of the Construction and Engineering Branch operations periodically or as requested during the operational period. o As requested complete and maintain the Construction and Engineering Branch Status Report and submit to the Planning/Intelligence Section.



Monitor response activities and identify any potential issues that require prompt attention. o Ensure coordination occurs with the Department Operations Centers, including:  Discuss strategies for dealing with potential problems;  Identify critical issues, needs, resources or shortfalls; and  Update the Action Plan and report back on previously assigned tasks. o Coordinate critical intelligence and emergency information between functional units within the Section. Ensure that information about departmental activities that may impact other department operations is shared and field activities coordinated.



Monitor response activities and identify any potential issues that require prompt attention.



Receive and process or refer, as appropriate, requests for personnel, supplies and/or equipment, as indicated.



Based on the conditions, activate the appropriate plan, if not already activated. o Flood Fighting Operations Plan



Implement the following actions according to the plan. o Make notifications to other agencies for response or stand-by as appropriate. o Coordinate with other emergency responders. o Notify adjoining Construction and Engineering agencies of the local problem and current status. o Coordinate mutual aid.

CITY OF VALLEJO, CA

B-35

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

o o

ANNEX B OPERATIONS SECTION

Recall off-duty personnel. Consider the use of private contractors, fire hand crews and volunteer labor for resources.

General Activities 



Maintain communications with field personnel. o Request alternate communications where needed. o Gather intelligence and submit to EOC. Allocate personnel and equipment in accordance with established priorities: o Dispatch units to survey for safety problems, such as damage, fires, landslides, dam breaks, etc.  Inspect roadways, overpasses, bridges, flood control channels for damage.  Communicate with County Public Works and CalTrans as needed. o



Determine damage to key facilities and corporation yards:  Advise evacuation and condemnation of hazardous structures.  Establish alternate locations if necessary.

Initiate or continue appropriate mitigation measures: o Organize crews to continue mitigation efforts and debris clearance. o Initiate repairs and restoration. o Prioritize repairs of damaged equipment and water lines. o Construct temporary pipelines as needed.



Monitor functionality of lifelines such as gas, electricity, and water to key facilities. o Coordinate with utilities to identify a schedule for restoration of lifelines to residents and businesses.



Initiate debris clearance. o Establish contact with solid waste handler for large debris bins for neighborhood debris removal. o Ensure personnel have adequate protective clothing for operations in hazardous areas. o Clear debris from waterways to alleviate or prevent flooding.



Provide your relief with a briefing at shift change; inform him/her of all ongoing activities and branch objectives for the next operational period, and any other pertinent info.



Determine any increased need for energy supplies as a result of increased demand on construction and engineering services and resource providers, and report findings to the Operations Section and Planning Intelligence Section Chief.



Implement conservation steps in equipment use, emergency operations and personnel transportation.

CITY OF VALLEJO, CA

B-36

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION

Utility Coordination 

Coordinate with utilities on repair efforts.



Coordinate with PG&E, Vallejo Water Department etc. to shut off utilities to the affected areas.



Communicate with utilities regarding secured evacuated areas.

Heavy Rescue Assistance to Fire and Rescue 

Be prepared to provide equipment and assistance in rescue operations.



Organize heavy equipment crews to assist in the rescue of trapped persons.

Evacuation Assistance to Law Enforcement 

Communicate with Law Enforcement about the potential for evacuation. o Coordinate Transportation resources if required for evacuating persons or transporting equipment, supplies and personnel. o Assist in moving resources and supplies from hazard prone areas. o Repair damage to essential routes. o Construct detours and alternate routes according to plan. o Consult with Police regarding capacity of evacuation routes.



Provide barricades for traffic control.



Assist in the removal of disabled vehicles on evacuation routes.



Cordon-off areas around hazardous structures

Personnel and Resource Management 

Obtain additional personnel from other Public Works divisions.



Obtain and allocate personnel and material required to support emergency operations.



Allocate personnel and equipment in accordance with established priorities.



Arrange for rest of crews and safety checks of apparatus prior to demobilization.



Request assistance, as needed, from the Operational Area Construction and Engineering Coordinator.



Release mutual aid resources as need diminishes.

CITY OF VALLEJO, CA

B-37

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

B-38

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION

Attachment 5 DEBRIS CLEARANCE EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this Annex, Attachment, checklist and appropriate reference materials and department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture. o Establish and maintain an activity log. o Notify alternates of situation. o Notify other key management of situation. o Review appropriate emergency operations plans, guidelines, and checklists, and mutual aid agreements. o Develop a potential Action Plan based on the impending emergency.



Consider alerting/recalling off-duty personnel and specialized inspection teams. o Establish an emergency work schedule. o Determine clothing suitability for personnel.



Test communications equipment.



Assess the availability and condition of resources. o Review inventory lists and location of equipment. o Determine department logistics needs.  Feeding and lodging requirements  Anticipate potential re-supply needs  Emergency power o

Determine specialized supply and equipment needs.

CITY OF VALLEJO, CA

B-39

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION



Position equipment in strategic locations to meet expected needs.



Coordinate with Pubic Services to obtain safety/damage inspection information on roadways, flood control channels, and bridges.

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations o Issues that involve potential liability



Fulfill all responsibilities of your position,



Confer with other operations staff to identify known problem/damage areas.



Complete and maintain status reports, as requested, and submit them to the Ops Section Chief.



Create and implement the objectives of the EOC Action Plan for your position. o Prepare and submit a preliminary status report and major incident report. o Prepare operational objectives; and provide them to the Ops Section Chief prior to the first action plan meeting.



Provide the Ops Section Chief with updates as requested or appropriate.



Receive and process or refer, as appropriate, requests for personnel, supplies and/or equipment, as indicated.



If little or no damage is reported, prepare to support more heavily damaged jurisdictions.

CITY OF VALLEJO, CA

B-40

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION



Mobilize personnel, heavy equipment and vehicles at designated Multipurpose Staging Areas.



Organize crews to clear debris which hampers emergency response activities.



Provide barricades for traffic and access controls.



Cordon off area around hazardous structures.



Construct detours and alternate routes according to plans.



Repair damage to essential routes.



Assist in barricading and traffic control to permit return of displaced people.



Begin debris clearance.



Alert contractors for possible equipment use.



Provide heavy equipment crews to assist in rescuing trapped persons.



Construct detours and alternate routes according to plans.

Extended Operations In addition to the Initial Response activities: 

Participate in regular Branch briefings and provide input to the EOC Action Plan. o Provide the Branch Chief with an overall summary of the unit operations periodically or as requested during the operational period. o As requested complete and maintain the Unit Status Report.



Monitor response activities and identify any potential issues that require prompt attention. o Ensure coordination occurs with the Department Operations Centers, including:  Discuss strategies for dealing with potential problems;  Identify critical issues, needs, resources or shortfalls; and  Update the Action Plan and report back on previously assigned tasks. o Coordinate critical intelligence and emergency information between functional units within the Section. Ensure that information about departmental activities that may impact another department’s operations is shared and field activities coordinated.



Monitor response activities and identify any potential issues that require prompt attention.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.

CITY OF VALLEJO, CA

B-41

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

B-42

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION

Attachment 6 SAFETY/DAMAGE INSPECTION EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this Annex, Attachment, checklist and appropriate reference materials and department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture. o Establish and maintain an activity log. o Notify alternates of situation. o Notify other key management of situation. o Review appropriate emergency operations plans, guidelines, and checklists, and mutual aid agreements. o Develop a potential Action Plan based on the impending emergency.



Consider alerting/recalling off-duty personnel and specialized inspection teams. o Establish an emergency work schedule. o Determine clothing suitability for personnel.



Test communications equipment.



Assess the availability and condition of resources. o Review inventory lists and location of equipment. o Determine department logistics needs.  Feeding and lodging requirements  Anticipate potential re-supply needs  Emergency power o

Determine specialized supply and equipment needs.

CITY OF VALLEJO, CA

B-43

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE



ANNEX B OPERATIONS SECTION

Applied Technology Council (ATC) 20-2 Handbook and Placards



Pre-position equipment in strategic locations to meet expected needs.



Inspect facilities designated as Care and Shelter shelters.



Coordinate with Public Works to obtain safety/damage inspection information on roadways, flood control channels, and bridges.



Check key City facilities, Public Works yards, and other facilities to determine the extent of damage and ability to operate.

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations o Issues that involve potential liability



Fulfill all responsibilities of your position.



Confer with other operations staff to identify known problem/damage areas.



Complete and maintain status reports, as requested, and submit them to the Ops Section Chief.



Create and implement the objectives of the EOC Action Plan for your position. o Prepare and submit a preliminary status report and major incident report to the Ops Section Chief. o Prepare operational objectives; provide them to the Ops Section Chief prior to the first action plan meeting.

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ANNEX B OPERATIONS SECTION



Provide the Section Chief with updates as requested or appropriate.



Participate in regular Branch briefings and provide input to the EOC Action Plan. o Provide the Section Chief with an overall summary of the unit’s operations periodically or as requested during the operational period. o As requested complete and maintain a Status Report and submit to the Section Chief.



Monitor response activities and identify any potential issues that require prompt attention. o Ensure coordination occurs with the Department Operations Centers, including:  Discuss strategies for dealing with potential problems;  Identify critical issues, needs, resources or shortfalls; and  Update the Action Plan and report back on previously assigned tasks. o Coordinate critical intelligence and emergency information between functional units within the Section. Ensure that information about departmental activities that may impact another departments operations is shared and field activities coordinated.



Receive and process or refer, as appropriate, requests for personnel, supplies and/or equipment, as indicated.



Develop a plan for safety/damage inspection.



Dispatch units to survey for damages, fires, landslides, and other effects.



When floodwater recedes, assure inspection structures.



Place Safety/Damage Inspection Teams on standby.



Assign engineering teams to determine capacity and safety of bridges, underpasses, and roadways.



Assign teams to inspect buildings and structures critical to emergency operations and public safety.



When floodwaters recedes, inspect structures for hazards.



Review plans and requirements for the construction of expedient shelters and/or the upgrading of existing facilities, and implement if directed.



Dispatch units to survey for damage and other effects.



When floodwaters recede, assure inspection of structures for hazards.



Assemble Safety/Damage Inspection Task Forces to inspect public and private structures: o

A Task Force is a group of personnel with special knowledge/skills temporarily assembled for a specific mission, with common communications and a designated leader.

o

Consider selecting personnel from the following agencies.

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  

  o

ANNEX B OPERATIONS SECTION

Fire/Hazmat Building Department Health Services Department:  Public Health Nursing  Mental Health Division  Environmental Health Planning Department Volunteer or contract engineers and architects

Consider selecting personnel from the following agencies, as conditions warrant.  American Red Cross Safety/Damage Inspection Teams  Other public safety agencies  Fire Agencies (especially if damage is fire-related)



Obtain necessary supplies for Safety Assessment Task Forces. o Collect area maps:  Zoning maps (combine parcel information)  Others as needed (utilities, local fire, USFS, law) o Locate appropriate protective clothing and equipment for conditions.  Consult Public Health for suggestions o Locate cellular phones. o Provide obvious identification. o Supply flashlights. o Copy reference materials.  Zoning ordinances  List of phone numbers - local, state, federal  ATC-20-2 Reference Guide and Placards o Print business cards. o Provide pens and pencils.



Initiate safety assessment. o Determine location of damage and public and private damaged structures. o If physical address is not discernable, use secondary sources.  Utility meter/box number (water, gas, cable)  Physical description  Other source



Confirm perimeter of disaster area. o Fire agencies may have already identified the perimeter of the incident.



Determine extent of damage. o DESTROYED:  Building is a total loss or is damaged to the extent that it is neither usable nor economically repairable.

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o

o

o

ANNEX B OPERATIONS SECTION

MAJOR:  Building is damaged to the extent that it is no longer usable and may be returned to service only with extensive repairs. MINOR:  Building is damaged and may be used under limited conditions; may be restored to service with minor repairs. Usually involves damages or losses of $7400.00 or less. AFFECTED:  Some damage to building and suspected damage to contents. Structure is usable without repairs.



Determine specific details of damage, as requested. o Structure loss factors o Vehicle loss o Hazardous materials or waste o Structural hazards o Erosion potential o Estimated costs for repair/replacement



Compile and review assessment information from field Task Forces.



Identify damaged facilities that require detailed engineering damage assessment.



Forward assessment information to Situation Status staff and list of buildings that may require detailed inspection to Engineering staff.



Consider 24 hour staffing. o Safety assessment during the day o Data processing during the night



In order to avoid duplicate requests for safety assessment inspections, the Planning/Intelligence Section Chief should be asked to activate the Documentation staff. o Track requests for assessments. o Document inspection findings (postings and abatements).



Release mutual aid resources as need diminishes.



Consider the need for Critical Incident Stress Debriefing.



Arrange for rest of crews and safety checks of apparatus prior to demobilization.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place

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o

ANNEX B OPERATIONS SECTION

Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

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ANNEX B OPERATIONS SECTION

Attachment 7 CARE AND SHELTER EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this Annex, Attachment, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture. o Establish and maintain an activity log. o Notify alternates of situation. o Notify other key management of situation. o Review appropriate emergency operations plans, guidelines, and checklists, and mutual aid agreements.



Communicate with the American Red Cross to assess the availability and condition of resources. o Location of potential shelters o Location of needed equipment



Position equipment in strategic locations to meet expected needs.



Request inspection of facilities designated as potential Care and Shelter facilities.



Determine if shelter coordinator has sufficient supplies locally (county and Red Cross) for anticipated shelter needs. o Review locations of cots, blankets, and other shelter supplies and ensure they are out of hazardous areas. o Assist with delivery of resources as needed. o Determine emergency fuel and generator needs.

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ANNEX B OPERATIONS SECTION

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations o Issues that involve potential liability



Fulfill all responsibilities of your position.



Based on the situation, activate the necessary units within the Care and Shelter Branch: o Records Management Unit o Communications Unit o Logistics Support Unit o Staff the EOC 24-hours a day with two teams working 12 hours each. o Include Am. Red Cross representative as part of the team but do not assign a team role.



Complete and maintain status reports, as requested, and submit them to the Operations Section and the Planning/Intelligence Section Chiefs.



Create and implement the objectives of the EOC Action Plan for your branch. o Prepare and submit a preliminary branch status report and major incident report to the Operations Section Chief. o Prepare objectives for the Care and Shelter Branch; provide them to the Operations Section Chief prior to the first action plan meeting.



Provide the Branch Chief with updates as requested or appropriate.



Estimate the number of persons requiring shelters in the event of an evacuation is ordered. o Determine where shelters will be needed. o This is a team effort in conjunction with Am. Red Cross. o If hotel vouchering is used instead, coordinate distribution with Law and Am. Red Cross.  Must have Am. Red Cross agreement to do this.

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ANNEX B OPERATIONS SECTION



Ensure adequate communications links exist between EOC and potential or existing shelters.



Monitor contacts with the Red Cross, the Salvation Army, and other volunteer agencies to coordinate emergency efforts.



Assess resources. Will we exceed our capabilities and when? Determine if mutual aid is required. o Ensure that you have the support of the Operations and Mgt. Section Chief to request state and Federal Resources. o All OA resources must be exhausted before we request state or Federal resources.



If the mutual aid system is activated, provide assistance to the Solano Operational Area Care and Shelter Mutual Aid Coordinator, in coordinating and acquiring mutual aid resources.

Extended Operations In addition to the Initial Response activities: 

Participate in regular Section briefings and provide input to the EOC Action Plan. o Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of the Care and Shelter operations periodically or as requested during the operational period. o As requested complete and maintain the Care and Shelter Branch Status Report and submit to the Planning/Intelligence Section.



Monitor response activities and identify any potential issues that require prompt attention. o Ensure coordination occurs with the Department Operations Centers, including:  Discuss strategies for dealing with potential problems;  Identify critical issues, needs, resources or shortfalls; and  Update the Action Plan and report back on previously assigned tasks. o Coordinate critical intelligence and emergency information between functional units within the Section. Ensure that information about departmental activities that may impact another departments operations is shared and field activities coordinated.



Monitor response activities and identify any potential issues that require prompt attention.



Receive and process or refer, as appropriate, requests for personnel, supplies and/or equipment, as indicated.



Ask Operations Section Law Enforcement personnel if additional evacuations are being considered. o Determine reception and care requirements. o Determine appropriate shelters (avoid schools and churches as long-term shelter sites). o Place personnel on stand-by. o Monitor incidents.

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ANNEX B OPERATIONS SECTION



Coordinate with the American Red Cross and Operational Area (OA) Care and Shelter representative, if evacuations are underway. o Inquire about the opening of shelters outside the threatened areas (avoid shelters too close to impacted areas that might require evacuation). o Coordinate information with the City of Vallejo PIO regarding the location of Care and Shelter centers.



Ask Am. Red Cross and the OA Care and Shelter Coordinator about their coordination efforts with the City Animal Care, County Animal Services and Agriculture Commissioner for the managing the care of evacuees domestic and livestock animals.



Ensure shelters are inspected by the fire and County Health Departments.



Coordinate with law enforcement for shelter security.



Communicate with the Shelter Managers. o Obtain regularly updated lists of victims. o Coordinate with the Red Cross Disaster Welfare Inquiries (DWI).

Note that the Red Cross may take at least 48 hours to initiate a DWI process. 

Ask Am. Red Cross and the OA Care and Shelter Coordinator about their coordination efforts with County Mental Health to establish counselors at shelters.



Ask Am. Red Cross and the OA Care and Shelter Coordinator about their coordination efforts to provide transportation for victims to return home if needed.



Evaluate safety/damage inspection information collected by the Planning/Intelligence Section Situation Status staff. o Communicate with Am. Red Cross and the OA Care and Shelter Coordinator about the potential shelter needs (number and duration).  Anticipated duration of event  Number of dwellings:  Destroyed;  Uninhabitable; and  Projected losses. o Coordinate with Building Department to obtain a time estimate from utilities for restoration of damaged water, gas electric, sewage, or other systems in the jurisdiction.



Communicate with Am. Red Cross and the OA Care and Shelter Coordinator about the policies for use of emergency shelters by existing homeless. o Consider allowing them the same services at the community level as those made homeless.



As needed, assign next EOC shift staff o Select and contact staff to report to the next shift o Schedule form in Other Duties binder.

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

o o 

ANNEX B OPERATIONS SECTION

Reconfirm during shift prior to report shift that staff are able to reach the EOC Note on schedule

Communicate with Am. Red Cross and the OA Care and Shelter Coordinator about the closure of shelters located at schools and churches.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

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ANNEX B OPERATIONS SECTION

Attachment 7-A CARE AND SHELTER FACILITIES FORM Care and Shelter Facilities

Facility

Address

Capacity

Prepared by:

CITY OF VALLEJO, CA

Title:

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Occupancy

Purpose

Operational Period:

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Remarks

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX B OPERATIONS SECTION

Attachment 8 VALLEJO SANITATION AND FLOOD CONTROL DISTRICT AGENCY REPRESENTATIVE EMERGENCY ACTION CHECKLIST The Liaison Officer and the Operations Section Chief use this checklist as part of an orientation for Agencies asked to send a representative to the City EOC and whom are assigned to Operations. It provides enough information to keep the Agency Representative engaged. How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Checklist: 

Obtain briefing from Liaison Officer and the Operations Section Chief. o Ensure EOC staff is aware of the available resources your agency has to offer. o If representing an incorporated city or special district, be prepared to participate in Unified Command, as appropriate.



Establish working location. Advise jurisdiction/agency personnel involved in the emergency that your agency is represented in the EOC.



Attend EOC planning meetings and briefings as required.



Provide input on use of agency resources if no resource-use advisors are assigned.



Cooperate fully with the Director of Emergency Services on agency's involvement in the emergency.



Ensure the well-being and safety of agency personnel involved in the emergency.



Advise Liaison Officer of any special agency needs or requirements.



Determine if any special reports or documents are required and complete, as necessary.



Report to agency dispatch or jurisdiction on prearranged schedule.

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ANNEX B OPERATIONS SECTION



Ensure that all agency personnel and/or equipment is properly accounted for and released prior to your departure.



Ensure that all required agency forms, reports and documents are completed prior to your departure from the EOC.



Participate in post-event debriefing and critique.



Provide input to the After Action Report, as requested.

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Emergency Operations Plan Volume Two: Emergency Response

Annex C: Planning/Intelligence Section February 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

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ANNEX C PLANNING/INTELLIGENCE SECTION

ANNEX C PLANNING / INTELLIGENCE SECTION Content

............................................................................................................................ Page

Purpose

......................................................................................................................................... C-1

Duties

......................................................................................................................................... C-1

Concept of Operations .............................................................................................................................. C-3 Preparedness Initial Response Extended Operations Post Emergency Attachments 1

Planning/Intelligence Section Chief Emergency Action Checklist................................................. C-7 1-A EOC Action Planning Process 1-B EOC Sample EOC Action Plan Form

2

Situation Status Emergency Action Checklist ............................................................................. C-27 2-A Significant Incidents 2-B Utility Disruptions 2-C Weather Conditions 2-D Safety/Damage Inspection 2-E Critical Facilities Damage Reports 2-F Expedient Facilities 2-G EOC Roster

3

EOC Action Planning Emergency Action Checklist ...................................................................... C-39

4

Documentation Emergency Action Checklist.............................................................................. C-43

5

Geographic Information System (GIS) Emergency Action Checklist ........................................... C-47

6

Demobilization Emergency Action Checklist .............................................................................. C-51 (This last one is included, as it will have to be done, by someone by the end, but not require a person throughout the emergency.)

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ANNEX C PLANNING/INTELLIGENCE SECTION

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ANNEX C PLANNING/INTELLIGENCE SECTION

ANNEX C PLANNING / INTELLIGENCE SECTION PURPOSE The Planning/Intelligence Section is responsible for directing and managing the creation of a comprehensive situation status report, development of EOC Action Plans for each operational period, and maintenance of all documentation related to the emergency. The Planning/Intelligence Section staff must evaluate the potential economic, social and environmental impacts of the disaster on its citizens, while managing response to the conditions within the city. Additionally, the Planning/Intelligence Section staff must consider whether an emergency in a neighboring jurisdiction could impact the City of Vallejo, or draw upon resources normally available to the city. The Planning/Intelligence Section Chief identifies whether full or partial staff are required to respond. When fully activated the Chief may rely on the following positions.  

Situation Status EOC Action Planning

 

Documentation Geographic Information System

Only those positions required by the emergency are activated. If personnel are not available for the required position, the duties assigned to the unstaffed function are the responsibility of the Planning/Intelligence Section Chief, who is a member of the EOC General Staff and reports to the Director of Emergency Services.

DUTIES In general, the Planning / Intelligence Section Chief is responsible to: 

Analyze the situation and develop an EOC Action Plan that is approved by the Director of Emergency Services.



Consult with Operations Section Chief to identify critical problems.



Consult with the Director of Emergency Services to establish response priorities.



Develop regular Situation Status Reports.



Identify possible inter-agency conflicts, share concerns with the Operations Chief and the Director of Emergency Services as needed.



Hold periodic Planning/Intelligence Section briefings and assure all planning functions are being performed.

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION



Identify and arrange for additional inspection and technical evaluations as necessary.



As emergency response phase winds down, identify recovery and demobilization issues.

In general, staff assigned to the Situation Status function are responsible to: 

Collect, process and organize situation information.



Post and maintain pertinent status/damage information on EOC Status Boards.



Assist Planning/Intelligence Section Chief in preparing Situation Status Reports.

The EOC Action Planning staff are responsible to: 

Analyze facts, reports, assumptions and opinions to develop long-term situation models for action planning.



Supports the Planning/Intelligence Section Chief in developing an Action Plan.



Considers the long-range issues (36-72 hours) in the future.



Prepares special reports as needed.

The Documentation staff are responsible to: 

Establish and maintain a central repository for all written EOC messages and status/damage reports coming into and disseminated from the EOC.



Maintain accurate and complete electronic and hardcopy files on the emergency or disaster.



Provide duplication services to EOC personnel.



Package and store files for legal, analytical, and archival purposes.

The Geographic Information System staff are responsible to: 

Under direction of the Planning/Intelligence Section Chief Coordinate information from the to prepare maps used to display intelligence information for the EOC Action Plan. Information may come from the Operations Section and Situation Status staff



Coordinate delivery of GIS documentation.



Provide support on maintaining geographic data related to the emergency.

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ANNEX C PLANNING/INTELLIGENCE SECTION

CONCEPT OF OPERATIONS To respond to disasters effectively, each person assigned an emergency management position has specific duties to complete before, during and after a disaster. These tasks are outlined in the City of Vallejo Emergency Operations Plan (EOP), Basic Plan. More detailed information about each function in the Emergency Operations Center (EOC) is presented in this and other annexes to the EOP. Preparedness Preparedness actions allow staff to prepare for disaster operations, become familiar with the contents of this plan, develop and update procedures and resource lists, and participate in training drills and exercises. The duties of the assigned Planning/Intelligence Section staff include: 

Participate in regular meetings of the Emergency Operations Center (EOC) staff to maintain familiarity with the role and responsibilities of the assigned function and to discuss emergency management issues.



Review the EOP, applicable department plans, standard operating procedures, and the materials contained in this annex. Consolidate recommended revisions and updates to this annex and submit changes to the City of Vallejo Assistant Director of Emergency Services.



Develop any additional information to be incorporated into the assigned annex and submit to designated Assistant Director of Emergency Services.



Participate in training, exercises and post-exercise critiques conducted by the designated Assistant Director of Emergency Services.



Review internal EOC information management with Planning/Intelligence Section Staff and other Section Chiefs to be sure information is shared and known to all EOC staff.

Initial Response Specific activities to be performed by the Planning/Intelligence Section staff are listed in Attachments to this annex. The Section staff are responsible to: 

Report to the EOC. The Planning/Intelligence Section Chief obtains a briefing by the Director of Emergency Services. In turn the Chief briefs his assigned staff.



Determine the extent to which the Section should be activated and notify assigned staff, as indicated.



Initiate and maintain an activity log for each position.



Implement activities outlined in the checklist contained in the Attachments.



Collect and analyze all data regarding field incidents.

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION



Collect, summarize and post pertinent data regarding disaster response in the City.



Develop an EOC Action Plan in concert with other EOC staff.



Develop and disseminate a comprehensive Situation Report.



Identify potentially critical problems, and the Section Chief will advise the Operations Section Chief and the Director of Emergency Services.



Identify the need and arrange for technical specialists if indicated.



Assist the Public Information Officer (PIO) by maintaining updated information.

Extended Operations 

The Planning/Intelligence Section Chief will coordinate activities of staff within the assigned Section, and with other Section staff, as indicated.



The Section Chief will consult with Director of Emergency Services regarding any unresolved conflicts.



Each position will participate in regular EOC briefings and Section briefings held by the Planning/Intelligence Section Chief. Each briefing will cover the priorities set by the Director of Emergency Services.



Each position will contribute to the development of an EOC Action Plan for each operational period.



Each position will track all activities and decisions in an activity log.



Documentation staff ensure that a centralized file for written documents generated in the EOC is maintained.



Situation Status maintains status boards in the EOC.



Resource Status identifies gaps in resource needs and monitors process to determine delivery and deployment to address conditions.



Identify demobilization and recovery issues.

Post Emergency 

Upon deactivation of the EOC, make notifications.



Provide Logistics Section Supply staff with a list of any expendable supplies to be replenished.

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION



Ensure that non-expendable supplies/equipment are serviced and retuned to proper locations.



Participate in EOC post incident debriefing and evaluation sessions.

PLANNING SECTION DOCUMENTATION Situation Status Reporting The Planning/Intelligence Section is responsible for developing and distributing Situation Status Reports (Sitstat) on a regular basis. The Section Chief reviews status and damage information compiled by the Situation Status function and develops a comprehensive report for review and discussion with the Operations Section Chief and the Director of Emergency Services. The Sitstat Report (Attachment 2) contains a narrative describing situation and summarizing service and facility status by exception. Following approval by the Director of Emergency Services, the Sitstat Report is distributed throughout the City, and to the Operational Area, State OES, and key external agencies. EOC Action Planning Based on the Sitstat Report and response priorities established by the Director of Emergency Services, the Planning/Intelligence Section Chief facilitates development of an EOC Action Plan for each operational period (usually 12 hours). The Action Plan outlines the objectives to be accomplished, establishes priorities, and describes the response strategies to be employed, including the personnel and major equipment resources assigned to address each objective. Attachment 2 to this annex outlines the Action Planning process. Status Boards Specific Planning/Intelligence Section staff are responsible to post and maintain confirmed information on specific Status Boards. However, if the Emergency Operations Center (EOC) design does not allow for each Status Board, this Annex provides sample forms which demonstrate the information that needs to be captured by the assigned staff. Situation Status staff are responsible for maintaining status boards that capture information regarding: 

Significant Incidents (Attachment 2-A) to track the most critical incidents that have occurred, the status of the incident(s), and remarks such as who to contact.



Utility Disruptions (Attachment 2-B) to track the location of utility outages and the current or potential impacts.



Weather Conditions (Attachment 2-C) to track the ongoing weather conditions that could affect emergency response.

While the process of how damage information is collected is described in Volume 1, EOC Procedures, the Situation Status staff are responsible for maintaining the safety/damage inspection status boards that capture information regarding.

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C-5

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION



Safety/Damage Inspection Survey (Attachment 2-D) to track the overall impact of the emergency/disaster, including the number of people displaced, injured or dead; severity of damaged homes and businesses; damage to public facilities and private enterprise; and utility disruption.



Critical Facilities (Attachment 2-E) to track the public facilities that have been affected by the emergency and to what extent.



Expedient Facilities (Attachment 2-F) to track what critical facilities have been activated, where they are located and who to contact



EOC Roster (Attachment 2-G) to track who has arrived at the EOC and the function that is filled.

CITY OF VALLEJO, CA

C-6

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

Attachment 1 PLANNING / INTELLIGENCE SECTION CHIEF EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Advise pre-assigned Section staff of the potential need to respond.



Review this annex and appropriate related standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions

CITY OF VALLEJO, CA

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Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

o o o

ANNEX C PLANNING/INTELLIGENCE SECTION

Items that require follow-up Information/data needed for recovery operations Issues that involve potential liability



Fulfill all responsibilities of your position.



Identify available internal and external communications capabilities.



Determine which Section functions should be activated and initiate staff notification procedure. o Situation Status o EOC Action Planning o Documentation o Geographic Information System



Assign and brief incoming staff.



Gather information related to resource deployment, response and employee conditions and logistical support needs from the Operations Section staff for input into EOC Action Plan.



Identify available internal and external communications capabilities.



Meet with the Operations Section Chief to initiate an EOC Action Plan o Discuss the emergency situation with Operations Section personnel. o Conduct briefing on the EOC Action Plan. o Evaluate existing conditions reported through Dept Ops Centers or direct contact with Incident Commanders:  Nature and Scope of incident(s)  Threats to life, property, and environment  Identify actions underway o Establish reporting procedures for updates to reach the Planning/Intelligence Section staff. o Request additional information as needed. o Review field and department operations center(s) related to:  Resource availability  Situation status  Weather  Communications capability  Environmental impact o Specify objectives to be accomplished that are measurable. o Identify strategies that support the objectives. o Review the EOC staffing plan and be sure it is adequate to support the Action Plan objectives and identify additional position/personnel that are needed. o Identify logistical issues that need consideration.



Collect and process information about the incident(s).



Assign and brief incoming staff, in accordance with the EOC Action Plan. o Assign specific duties to staff; supervise staff.

CITY OF VALLEJO, CA

C-8

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

o

ANNEX C PLANNING/INTELLIGENCE SECTION

Develop and implement accountability, safety, and security measures for personnel and resources.

Extended Operations In addition to the Initial Response activities: 

Monitor response activities and identify any potential issues that require prompt attention.



Request additional personnel and/or equipment resources, as necessary.



Establish information requirements and reporting schedules for all EOC organizational elements for use in preparing the EOC Action Plan (see Planning Cycle Guide for time estimates). o Participate in independent discussions of specific operations being considered, and provide detailed information concerning the following issues.  Nature and Scope of incident(s)  Threats to life and property  Actions underway  Resource availability  Situation status  Situation predictions  Weather  Communication capabilities  Environmental impact and cost of resources



Conduct Action Planning Briefings. See Attachment 1-A for the process. Note: The Planning/Intelligence Section Chief may include in the meeting those technical specialists deemed necessary. o Present general goals and objectives, including alternatives. o Identify priorities o Participate in selection of operational objectives for the next operational period. o Specify objectives to be accomplished that are measurable. o Identify strategies that support the objectives. o Review organization activated to support the objectives and identify additional elements that are needed. o Identify logistical issues that need consideration. o Assemble appropriate material for inclusion in the Action Plan. o Ensure that all operations support and service needs are coordinated with the Logistics Section prior to release of the Action Plan. o Document and distribute the Action Plan to the Director of Emergency Services, Section Chiefs, management staff and Agency Representatives. o Receive notification of Action Plan changes from the Operations Section Chief. o Distribute Action Plan changes as indicated.



Monitor Operations Section and Planning/Intelligence Section Situation Status Board to identify current or potential inter-agency problems.



Supervise preparation of EOC Action Plans that at a minimum include the following elements.

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o o o o o o

ANNEX C PLANNING/INTELLIGENCE SECTION

Incident objectives Map of impacted area Summary of current actions Basic organization structure Group/personnel assignments Technical data as appropriate



Hold Action Planning Sessions, distribute the EOC Action Plan, and ensure implementation. o Brief on situation and resource status. o With Director of Emergency Services, set goals and objectives. o Ensure the Operations Section Chief (OPS) develops specific measurable objectives. o Work with OPS to identify needed resources. o Plot facilities and incident(s) on map. o With Logistics Section Chief, consider Communications Plan requirements. o With Director of Emergency Services and all Section Chiefs, finalize, approve and disseminate the EOC Action Plan.



Determine the need for any specialized resources to support the incident(s). o As part of the Planning function, identify the need for technical specialists. o Request personnel with required special knowledge and experience to be assigned to the Planning/Intelligence Section. o Some specialists may be assigned temporarily or for a short duration.  Environmental  Flood Control  Weather:  National Weather Service  Internet weather products  Monitor broadcast media or the Weather Channel and local news media



Assemble information on alternative strategies for mitigating the emergency. o Review the current situation status, resource status, weather, and prediction reports for the current incident status. o Develop alternative strategies using technical specialists and operations personnel, as appropriate. o Identify resources required to implement the alternative operational objectives. o Document alternatives for presentation to the Director of Emergency Services, General and Management staff.



Provide periodic predictions on potential scope of emergency. o Obtain the latest incident prediction information and Incident Action Plan from the Department Operations Centers or Incident Commanders (ICs) as needed. o Obtain the current situation status summary from the Situation Status function. o Identify risks and possible hazards. o Estimate work accomplishment for the prediction period. o Document predictions on the course of the incident. o Present predictions at the EOC Action Planning meeting and display information on the EOC Status Boards.

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

o o

ANNEX C PLANNING/INTELLIGENCE SECTION

Repeat procedures at the intervals specified by the Director of Emergency Services or upon occurrence of significant incidents. If the prediction indicates a significant change in the course of the incident, immediately notify the Director of Emergency Services and the Operations Section Chief.



Compile and display Situation Status summary information. o Display pertinent incident status summary information, including multiple overlays, if needed. o Review information for completeness; specify location and method of display. o Ensure that pertinent reports are displayed. o Repeat these procedures at intervals specified by the Director of Emergency Services or upon occurrence of significant incidents.



Advise EOC staff of any significant changes in emergency situation status.



Incorporate plans (Traffic, Communications) into the EOC Action Plan.



Ensure Director of Emergency Services orders are prepared and distributed.



Instruct Planning/Intelligence Section units in how to distribute incident information.



Prepare recommendations for release of resources (to be submitted to Director of Emergency Services).

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.

CITY OF VALLEJO, CA

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Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

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Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

Attachment 1-A ACTION PLANNING PROCESS PURPOSE The EOC Action Plan provides a process and a tool for establishing and communicating to all involved personnel and agencies the City’s emergency response objectives and priorities for a given operational period. Action planning is a required element in SEMS, as described in Title 19 of the California Code of Regulations. The field Incident Action Plan (IAP) differs from the EOC Action Plan: 

IAPs -- At the field response level, written or verbal Incident Action Plans contain objectives reflecting the overall incident strategy and specific tactical action and supporting information for the next operational period. The field incident planning process generally uses perimeter and proposed control lines (where applicable) divided into logical geographical units for planning purposes. The tactics and resources are then determined for each of the planning units and the planning units are combined into divisions/groups, utilizing span-of-control guidelines. IAPs are an essential and required element in achieving objectives under ICS.



EOC Action Plans -- At the Local Government (city or Operational Area (OA) Level of SEMS, EOC Action Plans establish a global posture for the affected governments, forecast future areas of concern, and identify resource needs to support field forces. Consolidated Action Plans may be developed at the OA level to reflect the needs of all political subdivisions impacted by the incident. Therefore, the City EOC Action Plan may be divided into logical geographic units, following political subdivisions.

PLANNING REQUIREMENT The initial EOC Action Plan may be a verbal plan that is developed during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration (less than 12 hours) and a limited number of response personnel. An EOC Action Plan shall be developed whenever the EOC is activated, either partially or fully. A written EOC Action Plan is required whenever the following conditions apply.  Two or more agencies are involved in the response  The incident overlaps more than one operational period  All City EOC functions are fully staffed The EOC Action Plan addresses a specific operational period (not to exceed 24 hours). The plan should be regularly reviewed and evaluated throughout the operational period and revised or updated as warranted.

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PLAN ELEMENTS An EOC Action Plan includes the following elements.  Operational period covered by the plan  An EOC organization chart that shows what positions have been activated  Assignment of primary and support personnel and materiel resources to specific tasks and locations  Description of any logistical or technical support to be provided and by whom  List of current priorities to direct the objectives  Statement of objectives (specific, measurable achievable, realistic and time specific) to be accomplished.  Description of the strategy to achieve the objectives In addition to the required elements listed above, the Action Plan provides the following information.  Specific departmental mission assignments  Policy and/or cost constraints  Inter-agency considerations

PLANNING RESPONSIBILITIES Primary responsibility for developing the EOC Action Plan rests with the Planning/Intelligence Section. However, development of the plan requires the active participation of the Director of Emergency Services and the General Staff. The Operations Section, in particular, must work closely with the Planning/Intelligence Section during Action Plan development. When indicated, the Planning/Intelligence Section Chief will request specific technical experts to provide input to the plan. The Director of Emergency Services is responsible for approving the plan. For incidents requiring close coordination with external agencies (e.g., local fire or police departments, special districts, etc.), input from the involved agencies should also be included in the Action Planning process. The following EOC staff have specific responsibilities for the EOC Action Plan. Director of Emergency Services  Provide general incident objectives and strategy.  Provide direction and overall management.  Ensure incident safety.  Approve the completed Action Plan. Operations Section Chief  Determine the tactics necessary to achieve objectives.  Determine resource requirements.  Communicate Action Plan to Section staff and Incident Commanders, as appropriate.  Conduct Operations Shift Briefing.

CITY OF VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

Planning/Intelligence Section Chief  Conduct the Action-Planning meeting.  Establish planning timelines.  Coordinate preparation of the Action Plan.  Manage planning process. Logistics Section Chief  Establish/confirm procedure for off-incident resource ordering.  Ensure that resource ordering procedures are communicated to EOC/ICP staff.  Ensure that Logistics Section can support the Action Plan. Finance/Administration Section Chief  Provide cost assessment of incident objectives.  Ensure that adequate finance approvals are in place for implementation of the Action Plan.

PLANNING PROCESS The Planning /Intelligence Section staff will maintain the EOC Major Incident Status Board and will develop short- and long-term planning scenarios based upon the situation and its impacts on City facilities and operations, as reported. Utilizing these planning scenarios, the Planning/Intelligence Section Chief will conduct an Action Planning meeting with the Director of Emergency Services, General Staff and appropriate technical experts. The Operations Section Chief will immediately report any significant changes in information verbally to the Planning/Intelligence Section Chief.

PLANNING CONSIDERATIONS In developing the Action Plan, a number of issues should be considered, as outlined in the table below. Applicable issues should be addressed in each iteration of the Action Plan. ISSUE Inter-Agency Coordination Public Information

Safety Technical Resources Operations

CITY OF VALLEJO, CA

CONSIDERATIONS • Use of resources • Contact information and frequency • Communications methods • Constraints on information to be disseminated • Special instructions • Target areas/audiences • Special precautions to be taken • Personal protective gear required • System maps and schematics • Technical expert input • Special skills required

C-15

RESPONSIBILITY Liaison

Public Information Officer Director of Emergency Services Director of Emergency Services Planning/Intelligence Section Chief Operations Section Chief

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ISSUE

ANNEX C PLANNING/INTELLIGENCE SECTION

CONSIDERATIONS • Mutual aid needs • Staging Area need • Legal/political issues • Fiscal constraints • Contingency Plans

Policy Special Needs Special Resources

RESPONSIBILITY

• Availability of special supplies and equipment • Transportation support

Director of Emergency Services Planning/Intelligence Section Chief Logistics Section Chief

PLANNING CYCLE The Planning/Intelligence Section Chief, with input from the Director of Emergency Services and the Operations Section Chief, establishes the schedule and cycle for action planning. Initially, meetings may be conducted every few hours or several times each day. Over time, meetings may be held twice each day, and then daily. The following table provides a suggested schedule for development of the Action Plan. Planning/Intelligence Section Planning Cycle Guide Time

Event

0700 - 0800

Shift Change.

0800 - 0900

Prepare for Planning Meeting. Purpose: To review accomplishments, identify new issues, identify resource needs, and determine assignments for next operational period.

0900 - 1000

Planning Meetings (with Management and General Staff, Supply Unit Leader, and Technical Specialists).

1000 - 1400

Prepare EOC Action Plan.

1400 - 1600

Finalize EOC Action Plan.

1600 1600 - 1700

Complete EOC Action Plan. Prepare for Operations Briefing. Purpose: operational period.

To review EOC Action Plan for next

1700 - 1800

Operations Briefing (Management, General Staff, and identified Operations staff and Technical Specialists).

1800 - 1900

Finalize Reports (including Situation Status Report for the Operational Area EOC).

1900 - 2000

Shift Change.

CITY OF VALLEJO, CA

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Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

Planning/Intelligence Section Planning Cycle Guide Time

Event

2000 - 2100

Prepare for Planning Meeting. Purpose: To review accomplishments, identify new issues, identify resource needs, and determine assignments for next operational period.

2100 - 2200

Planning Meetings (with Management and General Staff , Supply Unit Leader, and Technical Specialists).

2200 - 0200

Prepare EOC Action Plan.

0200 - 0400

Finalize EOC Action Plan.

0400

Complete EOC Action Plan.

0400 - 0500

Prepare for Operations Briefing. Purpose: operational period.

To review EOC Action Plan for next

0500 - 0600

Operations Briefing (Management, General Staff, and identified Operations staff and Technical Specialists).

0600 - 0700

Finalize Reports (including Situation Status Report for the Operational Area EOC).

Documentation and Distribution Written EOC Action Plans will be documented using the attached form as a template. Planning/Intelligence Section Sitstat function is responsible for:   

The

Posting a copy of the current Action Plan in the EOC and on the Intranet, if operational Maintaining a copy of each Action Plan as part of the permanent incident record Distributing copies of the current Action Plan to all involved agencies and City personnel as directed by the Planning/Intelligence Section Chief

The Operations Section Chief will ensure that the current EOC Action Plan is distributed to all Operations Section personnel, including the appropriate ICPs.

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Attachment 1-B SAMPLE ACTION PLAN

Emergency Action Plan Insert Photo

Name of Incident/Event For Operational Period: Date: From: (time in 24 hr clock)

To: Approved by: Title:

CITY OF VALLEJO, CA

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Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

Disaster/Event Name: Operational Period: From: (Date)

To: (Date)

Hrs: (Time)

Hrs: (Time)

Plan Reviewed By:

Plan Approved By: EOC Plans Section Chief

EOC Director

Situation Summary:

Overall Objectives/Tasks: Established by the EOC Director 1. 2. 3. 4.

Major Incidents/Events in Progress: List any incidents/events and any support requested. Incident/Event Location Support Type of Support Requested Yes No Yes No Yes No Yes No Yes No Yes No

CITY OF VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

COMMAND STAFF OBJECTIVES/TASKS: Objectives/Tasks Responsible Person or Unit

CITY OF VALLEJO, CA

% Complete

C-21

Est Completion Date

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

OPERATIONS SECTION OBJECTIVES/TASKS: Objectives/Tasks Responsible Person or Unit

CITY OF VALLEJO, CA

% Complete

C-22

Est Completion Date

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

PLANNING/INTELLIGENCE SECTION OBJECTIVES/TASKS: Objectives/Tasks Responsible Person % Complete or Unit

CITY OF VALLEJO, CA

C-23

Est Completion Date

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

LOGISTICS SECTION OBJECTIVES/TASKS: Objectives/Tasks Responsible Person or Unit

CITY OF VALLEJO, CA

% Complete

C-24

Est Completion Date

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

FINANCE/ADMINSTRATION SECTION OBJECTIVES/TASKS: Objectives/Tasks Responsible Person % Complete or Unit

CITY OF VALLEJO, CA

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Est Completion Date

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

SAFETY ISSUES: Identify safety concerns in the following categories: Personnel: Transportation and Escape Routes: Structures of Property: Hazardous Materials or Environmental Contamination: Law Enforcement or Intentional Criminal Acts: Communications: Other:

Insert current organization chart/roster or graphs:

Attachments: (Attach all appropriate documentation.) 1. 2. 3. 4. Created by:

Date/Time:

Last Modified by:

Date/Time:

CITY OF VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION

Attachment 2 SITUATION STATUS EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this annex, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

o

ANNEX C PLANNING/INTELLIGENCE SECTION

Issues that involve potential liability



Fulfill all responsibilities of your position.



Solicit information from all sources, which may be useful in the development of current situation assessment of the affected area.



Evaluate information provided to create a current situation assessment based on analysis of information received from a variety of sources and reports.



Receive, process and verify incoming situation and incident reports.



Develop and maintain displays. o Coordinate with Geographic Information System (GIS) staff for display maps to support the data on the status boards. o Twice daily, or upon request, produce an overall summary of information and forward to the Planning/Intelligence Chief (could be used in your daily briefing)



Prepare summary situation reports and briefings.



Participate in the Action Planning meetings. Coordinate with the Planning/Intelligence Section Chief and Documentation staff to ensure the accuracy of the Action Plan as it is prepared and includes: o Time period the plan covers o Mission priorities o List of objectives to be accomplished (should address the priorities and be measurable in some way) o Statement of strategy to achieve the objectives (identify whether there is more that none way to accomplish the objective, and which way is preferred) o Assignments necessary to implement strategy o Organizational elements to be activated to support the assignments (may also list organizational elements that will be deactivated during or and end of the period) o Logistical or other technical support required.



Prepares and distributes the EOC situation report according to schedule.

Extended Operations In addition to the Initial Response activities: 

Participate in regular Section briefings and provide input to the EOC Action Plan.



Monitor response activities and identify any potential issues that require prompt attention.



Monitor Operations Section and Planning/Intelligence Section Situation Status Board to identify current or potential inter-agency problems.

CITY OF VALLEJO, CA

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Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION



Begin collection and analysis of incident data as soon as possible. o Ensure data is collected from the city department operations centers and appropriate special districts. o Consider damages in nearby unincorporated areas that may impact on the city.



Prepare and maintain required status boards and displays.



Prepare incident predictions periodically or as requested.



Participate in Action Planning meetings, as required by the Planning/Intelligence Section Chief or Director of Emergency Services.



Prepare situation summaries for reports with the Operational Area staff as required.



Prepare, post, and disseminate situation status information as required.



Maintain Situation Status records or forward to Documentation staff if activated.



Brief incoming relief staff at shift change.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

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

Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

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Attachment 2-A SIGNIFICANT INCIDENTS Significant Incidents Date

Time

Prepared by:

CITY OF VALLEJO, CA

Incident

Status

Title:

Remarks

Operational Period:

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Attachment 2-B UTILITY DISRUPTIONS Utility Disruption Type

Problem

Prepared by:

CITY OF VALLEJO, CA

Location

Effect

Title:

Action

Operational Period:

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

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Attachment 2-C WEATHER CONDITIONS Weather Conditions Forecast Data

Temperature

Precipitation

Wind

Source Date

High

Time City North

Current

City East

Current

Low

Last 6 Hours

Last 12 Hours

Last 18 Hours

Last 24 Hours

Snow Level Event Total

Speed

Direction

Humid ity

NWS Products Issued Advisory

Watch

Warning

Significant but not Threatenin g

Potentia l Threat

Imminen t Threat

Expiration

Date

Forecast

Forecast City South

Current Forecast

City West

Current Forecast

Prepared by:

CITY OF VALLEJO, CA

Title:

Operational Period:

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Feb 2015

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

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Attachment 2-D SAFETY/DAMAGE INSPECTION SURVEY

Persons

Totals

Area 5

Area 4

Area 3

Area 2

Area 1

Safety/Damage Inspection Survey Incorporated Area

Dead Injured Displaced

Single Family

Destroyed

Dwellings

Major Damage Minor Damage

Multiple Family

Destroyed

Dwellings

Major Damage Minor Damage

Businesses

Destroyed Major Damage Minor Damage

Public Property

Destroyed Major Damage Minor Damage

Utilities:

Electricity Natural Gas Telephone Sewer Water

Prepared by:

CITY OF VALLEJO, CA

Title:

Operational Period:

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Attachment 2-E CRITICAL FACILITIES DAMAGE REPORTS Remarks

Prepared by:

CITY OF VALLEJO, CA

Title:

Closed

Address

Open

Facility

Critical Facilities Damage/Limitations

Operational Period:

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Attachment 2-F EXPEDIENT FACILITIES Facility

Address

Status

Remarks

Joint Public Information Center

Local Assistance Centers

Mass Care Facilities

Staging Areas

Prepared by:

CITY OF VALLEJO, CA

Title:

Operational Period:

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Attachment 2-G EOC ROSTER Position in EOC Management Section

Shift A

Shift B

Alternate

Dir of Emg Services Legal Advisor Public Info Officer Liaison Officer

Operations Section Section Chief

Assigned at the time of the emergency, depending on the type of emergency. For example, police staff would lead incident(s) focused on law enforcement incident(s); public works would lead flood or infrastructure incident(s); etc.

Law Enforcement Fire and Rescue Care and Shelter Safety / Damage Insp Construction and Engineering 

Public Services Dept assumes key Operations Section responsibilities. The staffing listed below will be contacted and priority established on staffing the positions. The staff may either fill one or more roles or provide support.

Debris Removal

Planning/Intel Section Section Chief Situation Status EOC Action Planning Geographic Info Documentation

CITY OF VALLEJO, CA

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ANNEX C PLANNING/INTELLIGENCE SECTION

Shift A

Shift B

Alternate

Section Chief Supply Facilities Volunteer Coordinator

Finance/Admin Sec Section Chief Cost Acct & Time Claims Recovery

CITY OF VALLEJO, CA

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Attachment 3 EOC ACTION PLANNING UNIT EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this annex, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations

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ANNEX C PLANNING/INTELLIGENCE SECTION

Issues that involve potential liability



Fulfill all responsibilities of your position.



Support Situation Status staff with the development of summary reports and briefings.



Meet with the Planning/Intelligence Section Chief to initiate an EOC Action Plan according to the guidance in this annex.



Update the Action Plan on a routine basis, by using Operations Section Briefings.



Facilitate the Operations Section Briefing meetings. o With the Operations and Planning/Intelligence Section Chiefs convene the Functional Branch Chiefs (Law, Fire, Public Works, etc.). The Functional Branch Chiefs are to:  Attend Branch Section meeting.  Assess overall situation as it pertains to the Functional Branch.  Assess resources.  Outline function strategy to meet Action Plan objectives for inclusion. o Request a Situation Status and Size-up report on what has occurred.  Define Nature and Scope of incident(s), ongoing problems, and actions underway.  Specify Threats to life and property.  Establish organization priorities.  Develop objectives for the operation period.  Identify strategies that support the objectives.  Review organization activated to support the objectives and identify additional elements that are needed.  Identify logistical issues that need consideration. Discuss forecasts for future time periods, as requested. These should include any or all of the following:  Best estimate of likely situation in 36-72 hours, given current direction and policy.  Determine top priorities for actions and resources  Identify and recommend changes to EOC policy, organization, or procedures to better address the forecasted situation.  Identify any issues and constraints that should be addressed now in light of the probable situation in 36-72 hours. o Task the Functional Branches to develop, in writing, their specific actions within a set time frame. o Re-convene the Functional Branch Representatives and a representation of the Documentation Branch of the Planning Section in order to outline their specific actions for inclusion in the Action Plan and to ensure continuity and coordination.

o



Prepare situation model for the next 36-72 hours. This model should include, at a minimum: o The weather and its effects on current operations, as well as new requirements it may generate o Continued or subsequent effects of the disaster o Projected requirements for City/State/Federal resources o Recommendation on prioritization of response and recovery actions

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

Coordinate with the Situation Status staff to ensure the accuracy of the items submitted for the Action Plan, and specify the following: o Time period the plan covers o The mission priorities o List of objectives to be accomplished (should address the priorities and be measurable in some way) o Statement of strategy to achieve the objectives (identify whether there is more that none way to accomplish the objective, and which way is preferred) o Assignments necessary to implement strategy o Organizational elements to be activated to support the assignments (may also list organizational elements that will be deactivated during or and end of the period) o Logistical or other technical support required



With the Planning/Intelligence Section Chief facilitate an EOC Action Plan meeting with the Director of Emergency Services. o Convene the General Staff.  Operations Section Chief, Planning/Intelligence Section Chief, Logistics Section Chief, and Finance/Administration Section Chief. o Convene Management staff  Public Information Officer, Legal Advisor, Liaison Officer, and Safety Officer o Request the presence of technical experts (Branch staff, etc.) as needed. o Review problems, objectives, and priorities gathered by the Operations Section. o Identify resource requirements to support the operations with the Logistics Section Chief. o Identify Public Information issues. o Identify responsible parties to accomplish identified tasks. o Concur on top action items. o Write up EOC Action Plan for approval.



Prepare and distribute the EOC Action Plan according to schedule. o Work with GIS to obtain appropriate maps. o Work with Situation Status staff to include appropriate organization charts. o Provide copies to the Liaison Officer for distribution to Agency Representatives or forwarding onto other response organizations.

Extended Operations In addition to Initial Response activities: 

Participate in regular Section briefings and provide input to the EOC Action Plan.



Monitor response activities and identify any potential issues that require prompt attention.



Monitor Operations Section and Planning/Intelligence Section Situation Status Board to identify current or potential inter-agency problems.

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ANNEX C PLANNING/INTELLIGENCE SECTION



Participate in Action Planning meetings, as required by the Planning/Intelligence Section Chief or Director of Emergency Services.



Prepare situation summaries for reports with the Operational Area staff as required.



Maintain EOC Action Plan and forward copy of approved documents to Documentation staff if activated.



Brief incoming relief staff at shift change.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

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ANNEX C PLANNING/INTELLIGENCE SECTION

Attachment 4 DOCUMENTATION EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this annex, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations o Issues that involve potential liability



Fulfill all responsibilities of your position.

CITY OF VALLEJO, CA

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ANNEX C PLANNING/INTELLIGENCE SECTION



Establish Master File for the Incident(s), and include the following as a minimum: o Copies of all declarations o Copies of all section and unit duty logs o Copies of reports submitted to or generated by the EOC o Copies of staff/organization charts o Copies of phone rosters



Assist with the preparation of written action plans.



Prepare distribution list(s) for action plans and situation reports.

Extended Operations In addition to the Initial Response activities: 

Participate in regular Section briefings and provide input to the EOC Action Plan.



Monitor response activities and identify any potential issues that require prompt attention.



Receive and process or refer, as appropriate, requests for personnel, supplies and/or equipment, as indicated.



Accept and file reports and forms submitted by EOC staff.



Establish duplication service and respond to requests for document duplication.



Provide duplicates of forms and reports to authorized requestors.



Establish and organize files on the emergency or disaster situation, which may include the following categories. o Weather Reports o Safety/Damage Assessment Information o EOC Logs/Notes (may need to separate by function) o PIO Press Releases (sent) o OA Press Releases (received) o Outside Agency Press Releases Received o City status reports o City and Operational Area Situation Reports o Safety/Damage inspection reports o Cal OES Situation Reports o Emergency/Official Actions (Proclamations, Resolutions, Orders) o EOC Action Plans o Visuals (Pictures, maps) o Newspaper articles o Others as needed

CITY OF VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION



Check on the accuracy and completeness of records submitted for files.



File all official forms and reports.



Correct errors or omissions by contacting the appropriate EOC staff.



Prepare emergency response documentation for the Planning/Intelligence Section Chief when requested.



Maintain, retain, and store emergency response files for use after the emergency.



At shift change, brief relief personnel on actions taken.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

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Attachment 5 GEOGRAPHIC INFORMATION SYSTEM EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this annex, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations o Issues that involve potential liability

CITY OF VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE o

ANNEX C PLANNING/INTELLIGENCE SECTION

Initiate generating maps of the impact area.



Fulfill all responsibilities of your position.



Evaluate information provided to Situation Status to create a current impact area map that supports the analysis of information received from a variety of sources and reports.



Develop and maintain displays. o Coordinate with Situation Status staff on types of info to display on the maps to support the data on the status boards. o Twice daily, or upon request, produce an overall summary of information and forward to the Planning/Intelligence Chief (could be used in your daily briefing).



Participate in the Action Planning meetings. Support discussions with visual map displays.

Extended Operations In addition to the Initial Response activities: 

Participate in regular EOC Action Plan sessions.



Monitor Operations Section and Planning/Intelligence Section Situation Status Board to update map displays.



Prepare and maintain required boards and displays.



Maintain GIS records or forward to Documentation staff if activated.



Brief incoming relief staff at shift change.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal

CITY OF VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

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Attachment 6 DEMOBILIZATION EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this annex, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up, if not already done. o Assist in set-up of status boards, if not already done. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations o Issues that involve potential liability

CITY OF VALLEJO, CA

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ANNEX C PLANNING/INTELLIGENCE SECTION



Fulfill all responsibilities of your position.



Review organization and current staffing to determine the likely size and extent of demobilization effort.



Request section chiefs and general staff to assess long-term staffing needs within their sections, and provide listing of positions and personnel for release by priority.



Coordinate with the Director of Emergency Services and the section chiefs to determine the following: o Specific implementation responsibilities and activities of the demobilization plan o Release priority-according to agency and kind and type of resource o Release procedures-detailed steps and procedures to be followed o Directories-maps, phone numbers, instructions and other needed items



Prepare input and be prepared to participate in the action planning session. The goal of the meeting is to cover the following topics: o Time period plan covers o Demobilization priorities o List of demobilization objectives to be accomplished (should address the priorities and be measurable in some way) o Statement of demobilization strategy to achieve the objectives (identify whether there is more than one way to accomplish the objective, and which method is preferred) o Assignments necessary to implement strategy o Organizational elements to be activated to support the assignments o Logistical or other technical support required



Meet with Section Chiefs to determine: o Sections not requiring formal demobilization o Personnel rest and safety needs o Coordination procedures with cooperating/assisting agencies



Supervise execution of the Demobilization Plan



Brief Planning/Intelligence Chief on demobilization progress.



At shift change, brief relief personnel on actions taken.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements

CITY OF VALLEJO, CA

C-52

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX C PLANNING/INTELLIGENCE SECTION



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

C-53

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Emergency Operations Plan Volume Two: Emergency Response

Annex D: Logistics Section February 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

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ANNEX D LOGISTICS SECTION Content

Page

Purpose ..................................................................................................................................................... D-1 Duties ..................................................................................................................................................... D-2 Concept of Operations ............................................................................................................................. D-4 Preparedness Initial Response Extended Operations Post Emergency

Attachments 1 Logistics Chief Section Emergency Action Checklist .................................................................... D-7 1-A Resource Management 2 Supply Emergency Action Checklist ........................................................................................... D-15 2-A Resource Registration Form 3 Facilities Emergency Action Checklist ........................................................................................ D-21 4 Volunteer Coordination Emergency Acton Checklist ................................................................. D-27 4-A Volunteer Personnel Resources Available 4-B Volunteer Personnel Resources Needed

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ANNEX D LOGISTICS SECTION

ANNEX D LOGISTICS SECTION PURPOSE The Logistics Section's primary responsibility is to ensure the acquisition, transportation and mobilization of resources to support the response effort at the disaster sites, public shelters, EOCs, etc. This Section provides all necessary personnel, supplies and equipment Supply support. Methods for obtaining and using facilities, equipment, supplies, services and other resources to support emergency response at all operational sites during emergency conditions will be the same as those used during normal operations unless authorized by the Director of Emergency Services or City Council orders. To enhance the capability of the City of Vallejo to respond to emergencies by establishing logistics protocols in managing personnel and equipment, it is the policy of this section that the priorities of responses are to: 

Protect life and property.



Provide operational and logistical support for emergency response personnel and optimize the utilization of resources.



Provide support to the other sections of the City’s emergency response team.



Support the restoration of essential services and systems.

The Logistics Section ensures that all other sections are supported for the duration of the incident. Any personnel, equipment, supplies or services required by the other sections, except mutual aid resources requested through law enforcement and fire mutual aid channels, will be ordered through the Logistics Section. The Logistics Section is focused on the following specific objectives during a disaster: 

Collect information from other sections to determine needs and prepare for expected operations.



Prepare required reports identifying the activities performed by the Logistics Section.



Determine the City's logistical support needs and plan for both immediate and long-term requirements.



Maintain proper and accurate documentation of all actions taken and all items procured to ensure that all required records are preserved for future use and California Office of Emergency Services (Cal OES) and Federal Emergency Management Agency (FEMA) filing requirements.

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION

DUTIES When fully staffed, the Logistics Section Chief may activate some or all units, which could include each of the following branches, groups or units.  



Supply Facilities

Volunteer Coordinator

Only those positions required by the emergency are activated. If personnel are not available for the required position, the duties assigned to the unstaffed function are the responsibility of the Logistics Section Chief, who is a member of the EOC General Staff and reports to the Director of Emergency Services. In general, the Logistics Section Chief is responsible to: 

Assign and brief Section staff as indicated.



Anticipate probable resource needs and prepare alternative strategies for Supply and resources management.



Obtain, allocate and track ordered resources to support emergency operations.



Oversee distribution of supplies, equipment and personnel, in accordance with priorities established by the Director of Emergency Services.



Advise Director of Emergency Services if suspension of competitive bidding is warranted.



Assess status of communications/Voice/Data Communications and arrange for repairs and/or alternate systems if necessary.



Maintain complete and accurate records of resource requests, acquisitions and distributions.



Coordinate with the Planning/Intelligence Section to provide resources information to the EOC Action Plan.

In general, the Supply staff are responsible to: 

Advise Logistics Section Chief of the need to execute emergency vendor and/or service contracts.



Maintain an inventory of available supplies and equipment.



Distribute available supplies and equipment in accordance with priorities established by the EOC Action Plan.

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION



Obtain, order, purchase, or receive, and store all supplies for the emergency.



Arrange for special service contractors as necessary.



Coordinate service for non-expendable supplies and equipment.

In general, the Facilities staff are responsible to: 

Identify alternate public facilities to conduct essential government services, if required.



Identify potential shelter, relocation, or evacuation relay points.



Obtain facilities to support emergency operations, if necessary.



Establish Staging Areas for resources, as necessary.

In general, the Volunteer Coordination staff are responsible to: 

Obtaining, coordinating and allocating all personnel support requests received, except for personnel obtained through mutual aid systems.



Register volunteers.



Manage EOC personnel issues and requests.



Coordinate food, water, sleeping and sanitation facilities for volunteers.

CONCEPT OF OPERATIONS To respond to disasters effectively, each person assigned an emergency management position has specific duties to complete before, during and after a disaster. These tasks are outlined in the City of Vallejo Emergency Operations Plan (EOP), Basic Plan. More detailed information about each function in the Emergency Operations Center is presented in this and other annexes to the EOP. Preparedness Preparedness actions allow staff to prepare for disaster operations, become familiar with the contents of this plan, develop and update procedures and resource lists and participate in training drills and exercises. The duties of assigned Logistics Section Chief include: 

Participate in regular meetings of the Emergency Operations Center (EOC) staff to maintain familiarity with the role and responsibilities of the assigned EOC function and to discuss emergency management issues.

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D-3

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION



Review the EOP, applicable department plans, standard operating procedures, and the materials contained in this annex. Consolidate recommended revisions and updates to this annex and submit changes to the City of Vallejo Assistant Director of Emergency Services.



Develop any additional information to be incorporated into the assigned annex and submit to the City of Vallejo Assistant Director of Emergency Services.



Identify methods and sources for obtaining emergency contracting services, personnel, supply and equipment resources, and procuring alternate facilities and telecommunications/Voice/Data Communications.



Identify key resources that may be required during various emergency scenarios and develop lists of vendors and contractors that could provide the services/equipment needed at the time of emergency.



Participate in training, exercises and post-exercise critiques conducted by the City's designated Assistant Director of Emergency Services.

Initial Response Specific activities to be performed by the Logistics Section Chief are listed in Attachment 1 to this annex. Specific activities of other Logistics Section staff follow Attachment 1. The Logistics Section will typically be activated for a significant emergency event in which the EOC is fully activated for longer-term (e.g., more than 24 hours) events and resource support is required from mutual aid sources. During the initial response, the Logistics Section Chief assesses the situation and identifies potential resource needs. The Logistics Section personnel are responsible to: 

Report to the EOC. The Chief obtains briefing by the Director of Emergency Services. In turn the Chief provides the briefing to the responding Logistics staff.



Determine the extent to which the Section should be activated and notify assigned staff, as indicated. The Chief determines the level of activation with consultation with the Director of Emergency Services.



Initiate and maintain an activity log.



Evaluate the availability of personnel and equipment resources.



Identify potential needs and options to address those needs.



Implement activities outlined in the checklist contained in Attachments.

Extended Operations 

Coordinate activities of staff within the assigned Section, and with other Section, as indicated.

CITY OF VALLEJO, CA

D-4

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION



As needed, the Section Chief will consult with Director of Emergency Services regarding any unresolved conflicts.



Participate in regular Section and EOC briefings and in the development of the EOC Action Plan.



Confer with the Logistics Chief, who in turn consults the Director of Emergency Services to determine EOC staffing needs and response personnel support needs.



Arrange for alternate facilities to continue essential City functions, if necessary.



Track all activities and decisions in activity log.

Post Emergency 

Upon deactivation of the EOC, make notifications as indicated.



Provide Logistics Section Supply staff with a list of any expendable supplies to be replenished.



Ensure that non-expendable supplies/equipment are serviced and retuned to proper locations.



Confirm the location of Local Assistance Centers (LACs).



Identify the resources required at the LAC and determine staffing needs.



Ensure internal and external deactivation notifications are made.



Participate in EOC debriefing and critique sessions.

CITY OF VALLEJO, CA

D-5

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION

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CITY OF VALLEJO, CA

D-6

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION

Attachment 1 LOGISTICS SECTION CHIEF EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Advise pre-assigned Section staff of the potential need to respond.



Review this annex and appropriate standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 





Report to EOC and provide or obtain a briefing with the Director of Emergency Services: o Magnitude and scope of event o Areas of City impacted o Current situation and priorities o Actions taken o City, Special District and Operational Area EOCs activated o Existing or anticipated problems/issues Set-up work area: o Assist in the set-up of the Logistics work space. o Assist in set up of appropriate status boards. o Make initial contact with Op Area (County) Logistics Section Chief. Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Logistics Section Chief, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up

CITY OF VALLEJO, CA

D-7

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE o o

ANNEX D LOGISTICS SECTION

Information/data needed for recovery operations Issues that involve potential liability

o

Develop and implement accountability, safety, and security measures for Section staff and resources.

o

Fulfill all responsibilities of the Logistics Section until all needed Logistics positions are staffed.

o

Create and implement the objectives of the EOC Action Plan for the Logistics Section. o Collect status reports from each branch as it is activated. o Prepare and submit a preliminary section status report and major incident report to the Planning/Intelligence Section Chief. o Prepare objectives for the Logistics Section; provide them to the Planning/Intelligence Section Chief prior to the first action plan meeting.

o

Manage overall coordination and supervision of the Logistics Section.



Determine the extent to which Section functions should be activated and initiate staff notification procedure. Based on the situation, activate the necessary branches, groups or units within the Logistics Section: o Supply o Facilities o Volunteer Coordination



Notify the Planning/Intelligence Section, which Logistics Section positions will be activated, including names and locations of assigned personnel.



Identify available internal and external communications capabilities.



Assign and brief incoming staff.

Extended Operations In addition to the Initial Response actions: 

Participate in regular EOC briefings and provide input to an EOC Action Plan. o Prepare Logistics elements of the EOC Action Plan. o Review suggested strategy and operations for next operational period. o Identify logistic requirements for planned and expected operations. o Estimate future logistic requirements. o Compare required capabilities with current capabilities. o Determine additional service and support requirements corresponding to the EOC Action Plan. o Coordinate and process requests for additional personnel and equipment resources.



Monitor response activities and identify any potential issues that require prompt attention.

CITY OF VALLEJO, CA

D-8

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION



Request additional personnel and/or equipment resources, as necessary. o Receive and process requests for resources to be ordered from members of the General Staff or the Planning/Intelligence Section Resource status staff. o Coordinate requests for additional resources to eliminate duplicate requests. o Submit requests for additional resources from outside the emergency through the communications center. o Follow-up on all requests, as necessary, to obtain confirmation and estimated time of arrival (ETA) or denial.



Activate Multipurpose Staging Areas as destination points for mutual aid, if indicated.



Ensure key facilities have adequate power, sanitation, or other critical services and supplies.



Meet with Finance/Administrative Section Chief to determine level of purchasing authority to be delegated to the Logistics Section.



Discuss any unusual or questionable resource request with the Emergency Services Officer to clarify whether the request is legitimate and the method of acquisition is correct.



Review any excessively costly resource requests with the Finance/Administration Section Chief.



Conduct periodic section meetings, the goals of which are to: o Share current situation status and gather information regarding resources, staffing, purchases, and other support activities. o Discuss issues raised as a result of resource requests. o Clarify policy and procedures. o Identify critical issues/needs/resources/shortfalls. o Update the action plan and report back on previously assigned tasks.



Provide resources and situation status reports to the Planning section periodically or as the situation requires.



Identify issues/needs/shortfalls for the next operational period.



Brief oncoming Logistics Chief on activities during your shift and issues/needs for the next operational period.

Post-Emergency 

Assign staff to assist at Local Assistance Center(s) (LAC), if necessary.



Upon EOC deactivation be sure all staff know: o Which resources have been approved for release o When deactivation will take place

CITY OF VALLEJO, CA

D-9

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE o

ANNEX D LOGISTICS SECTION

Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Be sure the following actions are completed: o Final reports o Close-out of activity log o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up work area and return facility to normal



Provide Logistics Section Supply staff with list of supplies to be replenished.



Submit log and other incident-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section, as directed.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

D-10

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION

Attachment 1-A RESOURCE MANAGEMENT Purpose This procedure is intended for use by the Logistics Section staff for processing and tracking resource orders. Resource orders may come from the Incident Commander (IC), the field Logistics Section Chief, or Department Operations Centers (DOC). Resource Priorities When activated, the joint City/Solano County EOC establishes priorities for resource allocation during the emergency. All city resources are considered part of a pool, which may be allocated by the City EOC to fulfill priority missions. Each department retains control of its non-assigned resources until released for an emergency assignment by the EOC. Ordering Authority and Request Process INCIDENT COMMANDER (IC) The IC retains control of resources at the scene of the emergency. As needed, the IC may make requests for resources from the City of Vallejo EOC or through the identified Logistics Chief at the scene. The request is made to the City EOC Operations Section. Requests from the field may be verbal. DEPARTMENT OPERATIONS CENTERS (DOC) Any activated DOC may request resources. The DOC Lead may make a written request via the Operations Section. SPECIAL DISTRICTS The Special Districts may request resource support from the City EOC. Such requests will be processed similar to DOC requests. CITY REQUESTS Any activated City EOC may request resources from the Operational Area EOC. The requests will come from the City Director of Emergency Services, Operations Section or Logistics Section, to the Solano OA Operations Section. Staff requesting the resource must provide a written Mission Request form to the OA EOC Logistics Section.

CITY OF VALLEJO, CA

D-11

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION

OA EOC LOGISTICS SECTION The OA EOC Logistics Section determines if the resource request can be filled using the existing OA resources, other city or special district resources within the OA, or from mutual aid outside the OA. Order Procedures CITY EOC LOGISTICS SECTION      

Staff receives the written mission request form. Multiple orders are consolidated when feasible. Staff coordinates with the Operations Section to determine if allocating resources already mobilized can fill the request. Staff coordinates with other city departments to see if resources are available to meet the need. If resources are not available, staff may contact the OA Logistics Section, prior to purchase. If resources are not available from the OA, staff will contact City vendors first.

OA LOGISTICS SECTION      

Staff receives the written mission request form. Multiple orders are consolidated when feasible. Staff coordinates with the Operations Section to determine if allocating resources already mobilized can fill the request. Staff coordinates with other county departments to see if resources are available to meet the need. If resources are not available, staff may contact cities and neighboring counties, prior to purchase. If resources are not available, staff will contact County vendors first.

CITY EOC LOGISTICS SECTION ORDERING      

Obtain approval for the order from Logistics Section Chief. Place the order and obtain ETD (estimated time of delivery). Request that the resources report to the IC at the scene. Record the order and the ETD. Advise requester of ETD. Advise Finance/Administration Section of order and complete required purchase order.

Resource Tracking  

The IC or Logistics Section in the field will notify the EOC Logistics Section when requested resources arrive at the scene. When notified that a resource has checked-in at the designated location, the EOC Logistics Section will:

CITY OF VALLEJO, CA

D-12

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE o o 

ANNEX D LOGISTICS SECTION

Record its arrival; and Notify person responsible for maintaining resource-tracking displays.

Periodically check the resource order file for overdue resources or unacknowledged requests. Check status with the EOC Logistics Section or resource provider as appropriate.

CITY OF VALLEJO, CA

D-13

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION

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CITY OF VALLEJO, CA

D-14

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION

Attachment 2 SUPPLY EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this annex, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.



Advise staff assigned to perform an emergency function of the potential need to respond.

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions

CITY OF VALLEJO, CA

D-15

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE o o o

ANNEX D LOGISTICS SECTION

Items that require follow-up Information/data needed for recovery operations Issues that involve potential liability



Fulfill all responsibilities of your position.



Create and implement the objectives of the EOC Action Plan for your position of responsibilities. o Prepare and submit a preliminary status report and major incident report to the Section Chief. o Prepare objectives for what you will accomplish; provide them to the Section Chief prior to the first action plan meeting.



Provide the Logistics Section Chief with updates as requested or appropriate.



Coordinate and oversee the Supply, allocation and distribution of resources not normally obtained through existing mutual aid sources, such as food, potable water, petroleum fuels, heavy and special equipment and other supplies and consumables needed to sustain field personnel.



Provide supplies for the EOC, field operations and other necessary facilities.



Determine if the required items exist within the City supply system.



Determine the appropriate supply houses, vendors or contractors who can supply the item, product or commodity if City stocks do not exist.



Purchase items within limits of delegated authority from Finance Section. Coordinate with the Finance Section on actions necessary to purchase or contract for items exceeding delegated authority.



Arrange for the delivery of the items requisitioned, contracted for or purchased.



Maintain records to ensure a complete accounting of supplies procured and monies expended.



Support activities for restoration of disrupted services and utilities.

Extended Operations 

In addition to the Initial Response activities:



Participate in regular Section briefings and provide input to the EOC Action Plan. o Provide the Section Chief with an overall summary of the position’s operations periodically or as requested during the operational period. o As requested complete and maintain the position Status Report and submit to the Section Chief.

.

CITY OF VALLEJO, CA

D-16

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION



Review, verify and process requests from other sections for resources.



Maintain information regarding; o Resources readily available o Resources requests o Status of shipments o Priority resource requirements o Shortfalls



Coordinate with other sections and EOC positions as appropriate on resources requests received from operations forces to ensure there is no duplication of effort or requisition.



Determine if needed resources are available from City stocks, mutual aid sources or other sources. Arrange for delivery if available.



Determine availability and cost of resources from private vendors.



Issue purchase orders for needed items within dollar limits of authority.



Notify Finance/Administration Section Chief of Supply needs that exceed delegated authority. Obtain needed authorizations and paperwork.



If contracts are needed for procuring resources, request that Cost Acct staff of the Finance/Administration Section develop necessary agreements.



Arrange for delivery of procured resources. Coordinate deliveries with Transportation and Facilities personnel.



Identify to the Logistics Section Chief any significant resource request(s), which cannot be met through local action. Suggest alternative methods to solve the problem if possible.



Establish contact with the appropriate Operations Section Branches and the American Red Cross representatives(s) to discuss the food and potable water situation with regard to mass care shelters and mass feeding locations. Coordinate actions.



Establish a plan for DOC and EOC feeding operations.



Be prepared to coordinate with Animal Control on the provision of veterinary care and feeding and sheltering of animals.



Assemble resource documents, which will allow for agency, vendor and contractor contacts; e.g., telephone listings, procurement catalogs, directories and supply locations.



Review the situation reports as they are received. Determine/anticipate support requirements. Verify information where questions exist.

CITY OF VALLEJO, CA

D-17

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION



Begin disaster documentation and record tracking of disaster-related requests for expenditures of equipment, supplies, personnel, funds, etc.



Provide updated reports on resource status to Resources Status.



Identify and maintain a list of available and accessible equipment and supplies to support response and recovery efforts.



Arrange for storage, maintenance and replenishment or replacement of equipment and materials.



Provide and coordinate with Operations Section the allocation and distribution of utilities, fuel, water, food, other consumables and essential supplies to all disaster operation facilities, including mass care shelters.



Procure and arrange for basic sanitation and health needs at mass care facilities (toilets, showers, etc.) as requested by Operations Section.



Ensure the organization, management, coordination and channeling of donations of goods from individual citizens and volunteer groups during and following the disaster/emergency.



Receive and process or refer, as appropriate, requests for personnel, supplies and/or equipment, as indicated.



Determine the type and amount of supplies available and en route.



Review EOC Action Plan for information on supplies, equipment and/or services that might be needed.



Assign a Donations Coordinator, if necessary.



Ensure reusable equipment is serviced, as necessary.



Compile a list of supplies to be replenished from other EOC staff.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports

CITY OF VALLEJO, CA

D-18

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE o o o

ANNEX D LOGISTICS SECTION

Close-out of individual position activity logs Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

D-19

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION

Attachment 2-A RESOURCE REGISTRATION FORM Name (Agency/Company/Individual) Mailing Address

Donation? (Yes / No)

Business Phone

Fax

Chief Executive

Phone

Primary Service/Function: (Type of Business) Emergency Contacts Business Hours

Name

After Hours

Name

Phone

Phone

Pager/Cell

Cell/Pager Resources

Item

Type

Qty

Operators? Yes

No

Qty

Heavy Equipment Lighting Generators Fuel Transportation Other: Talents / Professional Skills Please attach additional sheets if necessary.

CITY OF VALLEJO, CA

D-20

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION

Attachment 3 FACILITIES EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this annex, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up

CITY OF VALLEJO, CA

D-21

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE o o

ANNEX D LOGISTICS SECTION

Information/data needed for recovery operations Issues that involve potential liability



Fulfill all responsibilities of your position.



Complete and maintain Position status reports, as requested, and submit them to the Logistics Section Chief.



Create and implement the objectives of the EOC Action Plan for your position of responsibilities. o Prepare and submit a preliminary status report and major incident report to the Logistics Section Chief. o Prepare objectives for the position; provide them to the Logistics Section Chief prior to the first action plan meeting.



Provide the Logistics Section Chief with updates as requested or appropriate.



Coordinate and oversee the management of and support to the EOC and other essential facilities and sites used during disaster operations.



Coordinate with other EOC branches/units for support required for facilities.



Support activities for restoration of disrupted services and utilities to facilities.



Coordinate with Finance Section on any claims or fiscal matters relating to facilities’ operations.



Close out each facility when no longer needed.

Extended Operations In addition to the Initial Response activities: 

Participate in regular Section briefings and provide input to the EOC Action Plan. o Provide the Section Chief with an overall summary of the your operations periodically or as requested during the operational period. o As requested complete and maintain the position Status Report and submit to the Section Chief.



Monitor response activities and identify any potential issues that require prompt attention. o Ensure coordination occurs with the Department Operations Centers, including:  Discuss strategies for dealing with potential problems;  Identify critical issues, needs, resources or shortfalls; and  Update the Action Plan and report back on previously assigned tasks. o Coordinate critical intelligence and emergency information between functional positions within the Section. Ensure that information about departmental activities that may impact another departments operations is shared and field activities coordinated.

CITY OF VALLEJO, CA

D-22

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION



Monitor response activities and identify any potential issues that require prompt attention.



Receive and process or refer, as appropriate, requests for personnel, supplies and/or equipment, as indicated.



Ensure a regular sanitation schedule for the City EOC, which includes the following responsibilities. o Rest rooms o Food service areas o Garbage



Coordinate alternate public facilities for conduct of essential government services.



Identify the types of facilities and 24-hour resources required by response to the emergency.



Arrange for facilities to support emergency operations. o Determine requirements for each facility type o Coordinate leases with Facilities staff. o Prepare layouts of emergency facilities. o Notify EOC staff of facility availability and layout. o Activate emergency facilities. o Assign Facility Managers and support staff, as necessary. o Ensure assigned staff are oriented to life safety systems in alternate facilities.



Maintain information regarding: o Facilities opened and operating o Facility managers o Supplies and equipment at the various locations o Specific operations and capabilities of each location



As the requirement for emergency-use facilities is identified, coordinate the acquisition of required space to include any use permit, agreement or restriction negotiations required.



In coordination with the Operations Section, provide support to facilities used for disaster response and recovery operations; i.e., staging areas, shelters, disaster application centers (DACs), etc.



Identify equipment, material and supply needs to Supply.



Identify personnel needs to Volunteer Coordination.



Identify transportation requirements to the Transportation. Coordinate evacuation schedules and identify locations involved.



Identify security requirements to the Law Enforcement of the Operations Section.



Monitor the actions at each facility activated and provide additional support requested in accordance with position capabilities and priorities established.

CITY OF VALLEJO, CA

D-23

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION



Account for personnel, equipment, supplies and materials provided to each facility.



Coordinate the receipt of incoming resources to facilities.



Ensure that operational capabilities are maintained at facilities.



Oversee the distribution of utilities, fuel, water, food, other consumables and essential supplies to all disaster operation facilities.



Ensure that basic sanitation and health needs at mass care facilities (toilets, showers, etc.) are met.



Ensure that access and other related assistance for residential care and special needs persons are provided in facilities.



Provide facilities for sheltering essential workers, employees' families and volunteers.



Be prepared to coordinate with Animal Control on the provision of facilities for animal sheltering as required.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.

CITY OF VALLEJO, CA

D-24

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

D-25

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION

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CITY OF VALLEJO, CA

D-26

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION

Attachment 4 VOLUNTEER COORDINATION EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this annex, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.



Advise staff assigned to perform an emergency function of the potential need to respond.



Review / Develop procedures to: o Coordinate all personnel support requests received at or within the EOC, including any category of personnel support requested from the EOC functional elements or from County response elements in the field. o Identify sources and maintain an inventory of personnel support and volunteer resources. Request personnel resources from those agencies as needed. o Ensure that all Disaster Service Workers and volunteers are registered and integrated into the emergency response system. o Assign personnel within the EOC as needs are identified.

Initial Response 

Report to EOC (or other designated reporting location) and obtain briefing from the Section Chief: o Magnitude and scope of event o Areas of City and surrounding area affected o Current situation and priorities o Actions taken o Existing or anticipated problems/issues

CITY OF VALLEJO, CA

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Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION



Set-up work area: o Assist in section work area set up. o Assist in set-up of status boards. o Make initial contact with County (Operational Area) personnel filling same role.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Supply Staff, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations o Issues that involve potential liability



Fulfill all responsibilities of your position.



Receive and process all incoming requests for personnel support. Identify number of personnel, special qualifications or training, location where needed and person to report to upon arrival. Secure an estimated time of arrival for relay back to the requesting agency.



Develop a system for tracking personnel/volunteers. Maintain sign in/out logs.



Ensure the recruitment, registration, mobilization and assignment of volunteers.



Establish Disaster Service Worker and Volunteer registration and interview locations. Gather staff to accomplish these functions.



Maintain information regarding: o Personnel/volunteers processed o Personnel/volunteers allocated and assigned by agency/location o Personnel/volunteers on standby o Special personnel requests by category not filled



Issue ID cards to Disaster Service Workers.



Coordinate transportation of personnel and volunteers.



If the need for a call for volunteers is anticipated, coordinate with the PIO and County Volunteer Center and provide the specific content of any broadcast item desired.



Ensure training of assigned response staff and volunteers to perform emergency functions. Coordinate with EOC Coordinator for any required specialized training.



Obtain crisis counseling for emergency workers, as needed.



Coordinate feeding, shelter and care of EOC and field personnel, employees' families and volunteers with the Supply and Facilities staff.

CITY OF VALLEJO, CA

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Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION



Establish a plan for childcare for employees as needed. Coordinate with Facilities staff for suitable facilities.



Develop a plan for communicating with those agencies with resources capable of meeting special needs.



Keep the PIO advised of the volunteer situation. If the system is saturated with volunteers, advise the PIO of that condition and take steps to reduce or redirect the response.



Ensure the organization, management, coordination and channeling of the services of individual citizens and volunteer groups during and following the emergency.

Extended Operations In addition to the Initial Response activities: 

Participate in regular Branch briefings and provide input to the EOC Action Plan. o Provide the Section Chief with an overall summary of the position’s operations periodically or as requested during the operational period. o As requested complete and maintain a Status Report on your activities and submit to the Section Chief.

Post-Emergency 

Identify staff to assist at the Local Assistance Center (LAC) as needed.



Upon EOC deactivation be sure all staff know: o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Ensure the following activities have been completed: o Final reports o Close-out of individual position activity logs o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up of the work area and returned facility to normal



Notify agencies and groups with whom communications have taken place. Provide contact name and number for any follow up issues.



Provide Logistics Section Supply Staff with list of supplies to be replenished.



Submit log and other emergency-related documentation to Planning/Intelligence Section Documentation staff.

CITY OF VALLEJO, CA

D-29

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX D LOGISTICS SECTION



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

CITY OF VALLEJO, CA

D-30

Feb 2015

EMERGENCY OPERATIONS PLAN PART THREE

ANNEX D LOGISTICS SECTION

Attachment 4-a VOLUNTEER PERSONNEL RESOURCES AVAILABLE Volunteer Personnel Resources Available Number

Prepared by:

CITY OF VALLEJO, CA

Point of Contact or Organization Telephone

Skills

Title:

Remarks

Operational Period:

D-31

Feb 2015

EMERGENCY OPERATIONS PLAN PART THREE

ANNEX D LOGISTICS SECTION

Attachment 4-B VOLUNTEER PERSONNEL RESOURCES NEEDED Volunteer Personnel Resources Needed Number

Prepared by:

CITY OF VALLEJO, CA

Location

Skills

Title:

Remarks

Operational Period:

D-32

Feb 2015

Emergency Operations Plan Volume Two: Emergency Response

Annex E: Finance/ Administration Section February 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION

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ANNEX E FINANCE/ADMIN SECTION

ANNEX E FINANCE / ADMINISTRATION SECTION Content

Page

Purpose

......................................................................................................................................... E-1

Duties

......................................................................................................................................... E-2

Concept of Operations .............................................................................................................................. E-3 Preparedness Initial Response Extended Operations Post Emergency

Attachments 1

Finance/Administration Section Chief Emergency Action Checklist............................................. E-7

2

Cost and Time Accounting Emergency Action Checklist ............................................................. E-11 2-A Expenditure Tracking 2-B Time Keeping

3

Compensation and Claims Emergency Action Checklist ............................................................. E-23

4

Recovery Emergency Action Checklist ........................................................................................ E-27 (This last checklist is provided as someone has to be identified to initiate Recovery operations following an emergency.)

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ANNEX E FINANCE/ADMIN SECTION

ANNEX E FINANCE / ADMINISTRATION SECTION PURPOSE The Finance/Administration Section is responsible to organize and operate the finance and administration actions for the EOC; arrange for emergency purchasing and financing of resources and services; participate in development and implementation of the EOC Action Plan; and activate and supervise the Finance/Administration Section staff. When fully staffed, the Finance / Administration Section Chief may fully or partially activate the section with the following positions.  

 

Cost Accounting Compensation/Claims

Time Recovery

Only those positions required by the emergency are activated. If personnel are not available for the required position, the duties assigned to the unstaffed function are the responsibility of the Finance/Administration Section Chief, who is a member of the EOC General Staff and reports to the Director of Emergency Services. Priorities The Finance/Administration Section priorities are to:  Provide financial continuity to the City and community.  Cooperate with the other sections of the Emergency Operations Center.  Document City costs and recover the most cost allowed. Overall Responsibilities The Finance/Administration Section's primary responsibility is to maintain to the greatest extent possible the financial systems necessary to keep the City functioning during a disaster. The Section also supervises the negotiation and administration of vendor and supply contracts and procedures. The Finance/Administration Section acts in a support role in disasters to ensure that all required records are preserved for future use and to support filing requirements for State OES and FEMA reimbursement. The Finance/Administration Section accomplishes this through maintenance of proper and accurate documentation of all actions taken. The Finance/Administration Section focus is to:     

Activate and maintain a disaster accounting system. Provide financial resources necessary for recovery. Maintain payroll and payments. Investigate and process injury claims. Coordinate documentation for cost recovery.

VALLEJO, CA

E-1

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE 

ANNEX E FINANCE/ADMIN SECTION

Work with disaster agencies on cost recovery and initiate a Recovery Team.

The Finance/Administration Section provides for the tracking of time worked by all emergency personnel involved in the incident, provides costs analysis and projections, and records any and all injury claims for compensation.

DUTIES In general, the Finance/Administration Section Chief is responsible to: 

Assign and brief Section staff as indicated.



Implement emergency finance procedures as necessary and advise all EOC staff of those procedures.



Implement timekeeping and expenditure tracking procedures and advise EOC staff of the procedures to follow. o Notify the other sections and City departments of the job number to be used for the disaster. o Determine if the City's can continue handling financial transactions. o Maintain to the extent possible the financial continuity of the City (payroll, payments and revenue collection).



Compile cost estimates associated with damages, in consult with EOC Safety/Damage Inspection staff.



Complete insurance claim forms and California Office of Emergency Services (Cal OES) and Federal Emergency Management Agency (FEMA) documentation for disaster assistance applications, as appropriate. o Upon declaration of a disaster by the State and/or Federal Governments, coordinate with disaster agencies to initiate the recovery process of City costs. o Coordinate with the other sections and departments the collection and documentation of costs pertaining to the disaster/emergency. o Coordinate with disaster assistance agencies for the required inspections, documentation, audits and other necessary work in order to recover costs.



Arrange for administrative support to EOC as necessary.

In general, the Cost and Time staff are responsible to: 

Document information for reimbursement from the state and federal governments.



Activate and maintain Disaster Accounting System.



Coordinate documentation of costs with other sections and departments.

VALLEJO, CA

E-2

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION



Coordinate cost recovery with disaster assistance agencies.



Provide all cost analysis activity associated with EOC operation.



Ensure the proper identification of all equipment and personnel requiring payment associated with hours used.



Analyze and prepare estimates of EOC costs, calculated to hours, via timesheets and data entry for tracking costs.

In general the Compensation and Claims staff are responsible to: 

Assist and support employees and their families who are also disaster victims.



Collect information for all forms required by Workers Compensation and local agencies.



Maintain a file of injuries and illness associated with the personnel and registered volunteer activity including written witness statements on injuries.



Manage and direct all compensation for injury specialists and claims specialists assigned to the disaster.



Provide investigative support in areas of claims for bodily injury and property damage compensation presented to the City of Vallejo.

In general the Recovery staff are responsible to: 

Collect information required for Cal OES and FEMA reimbursement.



Attend Applicant Briefing session conducted by Cal OES following a Declaration of State Emergency.



Initiate a “Recovery Team” prior to EOC demobilization.



Address issues for Medium and Long Term Recovery identified in the Emergency Operations Plan, Basic Plan.

CONCEPT OF OPERATIONS To respond to disasters effectively, each person assigned an emergency management position has specific duties to complete before, during and after a disaster. These tasks are outlined in the City of Vallejo Emergency Operations Plan (EOP), Basic Plan. More detailed information about each function in the Emergency Operations Center (EOC) is presented in this and other annexes to the EOP.

VALLEJO, CA

E-3

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION

Preparedness Preparedness actions allow staff to prepare for disaster operations, become familiar with the contents of this plan, develop and update procedures and resource lists and participate in training drills and exercises. The duties assigned to all personnel in the Finance/Administration Section include: 

Participate in regular meetings of the Emergency Operations Center (EOC) staff to maintain familiarity with the role and responsibilities of the assigned EOC function and to discuss emergency management issues.



Review the EOP, applicable department plans, standard operating procedures, and the materials contained in this annex. Consolidate recommended revisions and updates to this annex and submit changes to the City of Vallejo Assistant Director of Emergency Services identified by the Director of Emergency Services.



Develop any additional information to be incorporated into the assigned annex and submit to the Vallejo Assistant Director of Emergency Services.



Participate in training, exercises and post-exercise critiques conducted by the City's designated Vallejo Assistant Director of Emergency Services.

Initial Response Specific activities to be performed by the Finance/Administration Section are listed in Attachments to this annex. The Section Chief is responsible to ensure that all section staff: 

Report to the EOC and obtain briefing. The Section Chief meets with the Director of Emergency Services, and the Section staff meet with the Finance/Administration Section Chief.



Determine the extent to which the Section should be activated and notify assigned staff, as indicated.



Initiate and maintain an activity log.



Implement activities outlined in the checklist contained in Attachments to this Annex.

Extended Operations 

Coordinate activities of staff within the assigned Section, and with other Section Chiefs, as indicated.



As needed the Section Chief will consult with the Director of Emergency Services regarding any unresolved conflicts.



Participate in regular EOC and Section briefings and provide input into the development of the EOC Action Plan.

VALLEJO, CA

E-4

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE 

ANNEX E FINANCE/ADMIN SECTION

Track all activities and decisions in an activity log.

Post Emergency 

Upon deactivation of the EOC, make notifications as indicated.



Provide Logistics Section Supply staff with a list of any expendable supplies to be replenished.



Ensure that non-expendable supplies/equipment are serviced and retuned to proper locations.



Participate in EOC debriefing and critique sessions.

VALLEJO, CA

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Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION

Attachment 1 FINANCE / ADMINISTRATION SECTION CHIEF EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Advise pre-assigned Section staff of the potential need to respond.



Review this annex and appropriate standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 



Report to EOC and provide or obtain a briefing with the Director of Emergency Services: o Magnitude and scope of event o Areas of City impacted o Current situation and priorities o Actions taken o City, Special District and Operational Area EOCs activated o Existing or anticipated problems/issues Set-up work area: o Assist in the set-up of the Finance/Administration work space. o Assist in set up of appropriate status boards. o Make initial contact with Op Area (County) Finance/Administration Section Chief.

VALLEJO, CA

E-7

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Finance/Administration Section Chief, directions given, and actions taken. o Information to be shared with other EOC functions o Items that require follow-up o Information/data needed for recovery operations o Issues that involve potential liability



Develop and implement accountability, safety, and security measures for Section staff and resources.



Fulfill all responsibilities of the Finance/Administration Finance/Administration positions are staffed.



Create and implement the objectives of the EOC Action Plan for the Finance/Administration Section. o Collect status reports from each branch as it is activated. o Prepare and submit a preliminary section status report and major incident report to the Planning/Intelligence Section Chief. o Prepare objectives for the Finance/Administration Section; provide them to the Planning/Intelligence Section Chief prior to the first action plan meeting.



Identify available internal and external communications capabilities.



Based on the situation, activate the necessary units within the Section and notify the appropriate staff: o Cost and Time Accounting o Compensation and Claims o Recovery



Fulfill all responsibilities of the Section until individual positions are staffed.



Section

until

all

needed

Assign and brief incoming staff.



Develop and implement accountability, safety, and security measures for Section staff and resources.



Activate the Disaster Accounting System and notify all sections document their costs in accordance with the plan.



Ensure that cost related records of the emergency are maintained.



Meet with Logistics Chief to convey level of purchasing authority to be delegated to the Logistics section. Clarify what types and amounts of purchases should be pre-authorized by Finance/Administration.

VALLEJO, CA

E-8

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE 

ANNEX E FINANCE/ADMIN SECTION

Keep Management Section staff apprized of overall financial situation and significant financial developments.

Extended Operations In addition to the Initial Response activities: 

Participate in regular Section briefings and provide input to the EOC Action Plan. o Provide Planning/Intelligence Section with an overall summary of the section activities periodically or as requested during the operational period. o As requested complete and maintain a Status Report and submit to the Planning/Intelligence Section.



Monitor response activities and identify any potential issues that require prompt attention related to costs and recovery.



Request additional personnel and/or equipment resources, as necessary.



Issue a memorandum to City staff advising of purchase and time card instructions: o Ensure that all City personnel time records are accurate.  Timesheets are to be coded properly.  Straight time to regular cost account  Overtime to disaster cost account ● Timesheets reflect the location or project worked-on with respect to hours worked. ● Timesheets are duplicated and retained by departments/divisions prior to submittal to Auditor-Controller o Ensure that all vendor and contract payment documents for invoices of purchased items are properly handled.  Contract payments are to be coded with appropriate organization code, cost, and expenditure accounts.  Contracts are to correspond to specific projects, if possible.



Provide Director of Emergency Services with financial forecasts and financial analyses, as requested. o Notify Director of Emergency Services when emergency response costs may be excessive or threaten the fiscal soundness of the city.



Track Cost Recovery issues. o Costs for personnel overtime and consumable supplies, and the repair, restoration, reconstruction or replacement of public real property or facilities may be reimbursable to local government for eligible disasters and/or disaster projects. o Timecards must tie-in to specific project work and location. o Establish disaster cost accounting.  Create appropriate accounts to track costs.  Cost Account (specific to the disaster)  Expenditure account number (specific to the disaster)

VALLEJO, CA

E-9

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE 

ANNEX E FINANCE/ADMIN SECTION

Brief Management on all financial management issues needing attention and follow-up.



Coordinate financial transactions with departments involved in recovery to assure proper documentation for recovery of costs.



Ensure that all Finance/Administration staff time, services and supplies expenditures for the EOC are documented at the end of each shift.



Brief incoming staff for shift change.

Post-Emergency 

Assign staff to assist at Local Assistance Center(s) (LAC), if necessary.



Upon EOC deactivation be sure all staff know: o Which resources have been approved for release o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Be sure the following actions are completed: o Final reports o Close-out of activity log o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up work area and return facility to normal



Provide Logistics Section Supply staff with list of supplies to be replenished.



Submit log and other incident-related documentation to Planning/Intelligence Section Documentation staff.



Submit Expenditure Tracking and Timekeeping forms to Finance/Administration Section, as directed.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

VALLEJO, CA

E-10

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION

Attachment 2 COST and TIME ACCOUNTING EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this annex, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 





Report to EOC and provide or obtain a briefing with the Director of Emergency Services: o Magnitude and scope of event o Areas of City impacted o Current situation and priorities o Actions taken o City, Special District and Operational Area EOCs activated o Existing or anticipated problems/issues Set-up work area: o Assist in the set-up of the Finance/Administration work space. o Assist in set up of appropriate status boards. o Make initial contact with Op Area (County) staff responsible for Cost Accounting. Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Finance/Administration Section Chief, directions given, and actions taken. o Information to be shared with other EOC functions

VALLEJO, CA

E-11

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE o o o

ANNEX E FINANCE/ADMIN SECTION

Items that require follow-up Information/data needed for recovery operations Issues that involve potential liability



Fulfill all responsibilities of your position.



Create and implement the objectives of the EOC Action Plan for your position. o Collect status reports from each branch as it is activated. o Prepare and submit a preliminary section status report and major incident report to the Planning/Intelligence Section Chief. o Prepare objectives for Cost Accounting; provide them to the Finance/Administration Section Chief prior to the first action plan meeting.



Provide the Section Chief with updates as requested or appropriate.

Extended Operations In addition to the Initial Response activities: 

Participate in regular Section briefings and provide input to the EOC Action Plan. o Provide the Section Chief with an overall summary of the unit’s operations periodically or as requested during the operational period. o As requested complete and maintain the unit Status Report and submit to the Section Chief.



Monitor response activities and identify any potential issues that require prompt attention.



Activate and maintain the Disaster Accounting System and procedures to capture and document costs relating to a disaster in coordination with other sections and departments.



Inform all sections and departments that the Disaster Accounting System is to be used.



Coordinate cost documentation and make decisions on cost codes and items to be tracked by the Disaster Accounting System.



Act as liaison with the disaster assistance agencies and coordinate the recovery of costs as allowed by law.



Prepare all required state and federal documentation as necessary to recover all allowable disaster costs.



Coordinate with the Documentation Unit of the Planning Section.



Provide analyses, summaries and estimates of costs for the Finance/Administration Section Chief, Director of Emergency Services and the Vallejo Operational Area as required.



Work with EOC sections and appropriate departments to collect all required documentation.

VALLEJO, CA

E-12

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION



Receive and allocate payments.



Organize and prepare records for final audit.



Prepare recommendations as necessary.



Brief incoming relief staff of all actions taken during current shift.

Post-Emergency 

Assign staff to assist at Local Assistance Center(s) (LAC), if necessary.



Upon EOC deactivation be sure all staff know: o Which resources have been approved for release o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Be sure the following actions are completed: o Final reports o Close-out of activity log o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up work area and return facility to normal



Provide Logistics Section Supply staff with list of supplies to be replenished.



Submit log and other incident-related documentation to Planning/Intelligence Section Documentation staff.



Collect Expenditure Tracking and Timekeeping forms.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

VALLEJO, CA

E-13

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION

Attachment 2-A EXPENDITURE TRACKING Purpose The City of Vallejo may be reimbursed from state and/or federal sources for disaster-related expenses. The purpose of this procedure is to provide guidance on the record keeping requirements for claiming such expenses. Eligible Expenses Eligible costs are extraordinary costs incurred while providing emergency service required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs are generally considered to be the net costs over and above any increased revenue or subsidy for the emergency service. Ineligible expenses include costs for standby personnel and/or equipment and lost revenue. Record Keeping Requirements State and federal governments require very detailed information in a form designated by these agencies. Funding will be approved or denied based upon the information supplied by applicant agencies. Documentation supporting all costs claimed will be required, and all information must relate back to individual original source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:  Costs and revenues associated with emergency operations should be segregated from normal operating expenses.  Separate records should be maintained for each vehicle and piece of heavy equipment used for emergency operations.  Vehicle and equipment documentation should include the miles and/or hours operated by location and by operator.  Vehicle operating expenses should include fuel, tires, tubes and maintenance.  Labor costs should be compiled separate from vehicle and/or equipment expenses.  Equipment documentation should include exactly where the equipment was used and for what; hours and minutes used; and the name of the equipment operator if applicable.  Revenues and subsidies for emergency operations must be subtracted from any costs claimed.  Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed.  Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose.  All noncompetitive procurements must be justified.

VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION

Procedure Implementation Expenditure tracking should commence upon notice or obvious occurrence of disasters that require expense of labor, equipment use, materials, and other expenses. The Incident Commander(s), Director of Emergency Services, and EOC staff are responsible for maintaining written records of all disaster-related personnel overtime, requests for supplies, equipment and contract personnel, and receipts for emergency purchases of supplies, equipment and other disaster-related expenses. Labor Records are to be submitted daily to the EOC Finance/Administration Section Chief, as appropriate. The Finance/Administration Section will compile these reports, including total expenditures by category. The Finance/Administration Section Chief will submit a summary report on total costs to the Emergency Operations Center Director on a daily basis or as requested. This information will be used for state and federal disaster assistance applications. The data contained in the Expenditure Tracking Forms will be vital to audits by state and federal agencies following the disaster.

VALLEJO, CA

E-15

Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION

FEDERAL EMERGENCY MANAGEMENT AGENCY MATERIALS SUMMARY RECORD 1. APPLICANT:

2.PAID:

5. LOCATION/SITE:

Page ___ of ___

3. PW#:

4. DISASTER NUMBER:

6. CATEGORY:

7. PERIOD COVERING: to

8. DESCRIPTION OF WORK PERFORMED: Vendor

Description

Qty

Unit $

Total $

Date Pur

Date Used

Info From (check one) Invoice Stock

Grand Total: I certify that the above information was obtained from payroll records, invoices, or other documents that are available for audit. Name: Title: Date: FEMA Form 90-124, Nov 98

VALLEJO, CA

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ANNEX E FINANCE/ADMIN SECTION

FEDERAL EMERGENCY MANAGEMENT AGENCY RENTED EQUIPMENT SUMMARY RECORD 1. APPLICANT:

2. PAID:

5. LOCATION/SITE:

Page ___ of ___

3. PW#:

4. DISASTER NUMBER:

6. CATEGORY:

7. PERIOD COVERING TO

8. DESCRIPTION OF WORK PEFROMED: TYPE OF EQUIP (size, capacity, horsepower, make/model, as approp.)

DATES AND HOURS USED

RATE PER HR w/Opr

w/out Opr

Total $

Vendor

Invoice No.

Date and Amt Pd

Check No

Grand Total: I certify that the above information was obtained from payroll records, invoices, or other documents that are available for audit. Name: Title: Date: FEMA Form 90-125, Nov 98

VALLEJO, CA

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FEDERAL EMERGENCY MANAGEMENT AGENCY FORCE ACCOUNT EQUUIPMENT SUMMARY RECORD 1. APPLICANT:

2. PAID:

5. LOCATION/SITE:

Page__ of ___

3. PW#:

4. DISASTER NUMBER:

6. CATEGORY:

7. PERIOD COVERING TO

8. DESCRIPTION OF WORK PEFORMED:

TYPE OF EQUIPMENT Indicate size, capacity, horsepower, make/model, as approp.

Equip Code Num

DATES AND HOURS USED EACH DAY OPERATOR'S NAME

COSTS Total Hrs

Date

Equip Rate

Total Costs

Hours Hours Hours Hours Hours

Hours Grand Totals I certify that the above information was obtained from payroll records, invoices, or other documents that are available for audit Name: Title: Date: FEMA Form 90-127, Nov 98

VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

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Attachment 2-B TIME KEEPING Purpose The City of Vallejo may be reimbursed from state and/or federal sources for certain emergency operations provided in response to a declared emergency. The purpose of this procedure is to outline the record keeping requirements for claiming reimbursable labor-related expenses. Reimbursable Expenses Labor-related reimbursements from state and federal governments are set out along welldefined lines. The key to reimbursements is the declaration of an emergency by local, state or federal governments. Depending on the level of the declaration (e.g., state vs. federal), different funding pools become available, and each has its own eligible costs and record keeping requirements. Emergency response activities will qualify for reimbursement until rescinded or an end to the emergency is declared, whichever comes first. Record Keeping Requirements State and federal governments require very detailed information in a form designated by these agencies. Funding will be approved or denied based upon the information supplied by applicant agencies. Documentation supporting all costs claimed will be required, and all information must relate back to individual timecards and other original source records. Although cumbersome, manual timekeeping procedures should be implemented for declared emergencies to ensure that all information required for reimbursement application is captured. All employees must be oriented to the use of the Labor Record and work supervisors are responsible for reviewing all Labor Records on a daily basis to ensure that all required information is documented. The following guidelines should be followed when documenting labor-related reimbursable expenses:  A direct link must exist (and must be documented) between specific emergency operations provided and labor-related costs claimed.  Timecards with employee name must be maintained for all labor-related costs claimed.  Timecards must reflect exactly how and where time was spent (e.g., regular time versus overtime, hours and minutes on standby, regular work, emergency-related work, etc.).  Time spent on emergency assignment should describe exactly where and what the emergency assignment was. Procedure Implementation The City of Vallejo EOC Finance/Administration Chief is responsible for developing and implementing a timekeeping procedure, which is consistent with state and federal record

CITY OF VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION

keeping requirements. At the time of a declared emergency, the Finance/Administration Chief will distribute the manual timekeeping procedure and record keeping forms to all EOC staff and activated Department Operations Centers. Work supervisors will review timecards daily for appropriate reporting and will advise employees of any corrections to be made. At the conclusion of the emergency declaration, the City of Vallejo Finance/Administration Chief will collect and secure all timecards for disaster assistance claims auditing documentation.

CITY OF VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

ANNEX E FINANCE/ADMIN SECTION

FEDERAL EMERGENCY MANAGEMENT AGENCY FORCE ACCOUNT LABOR SUMMARY RECORD 1. APPLICANT:

2. PAID

2. LOCATION/SITE:

Page ___ of ______ 3. PW#

4. DISASTER NUMBER:

6. CATEGORY:

7. PERIOD COVERING to

8. DESCRIPTION OF WORK PEFORMED: NAME JOB TITLE

DATES AND HOURS WORKED EACH WEEK DATE

NAME

Reg

JOB TITLE

O.T.

NAME

Reg

JOB TITLE

O.T.

NAME

Reg

JOB TITLE

O.T.

NAME

Reg

JOB TITLE

O.T.

COSTS Total Hrly

Hrly Rate

Benefit Rate

Total Hrly

Total Costs

Total Cost for Force Account Labor Regular Time Total Cost for Force Account Labor Overtime I CERTIFY THAT THE ABOVE INFORMATION WAS OBTAINED FROM PAYROLL RECORDS, INVOICES, OR OTHER DOCUMENTS THAT ARE AVAILABLE FOR AUDIT. NAME:

TITLE:

DATE:

FEMA Form 90-123, NOV 98

CITY OF VALLEJO, CA

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Attachment 3 COMPENSATION AND CLAIMS EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this annex, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 

Report to EOC and provide or obtain a briefing with the Director of Emergency Services: o Magnitude and scope of event o Areas of City impacted o Current situation and priorities o Actions taken o City, Special District and Operational Area EOCs activated o Existing or anticipated problems/issues



Set-up work area: o Assist in the set-up of the Finance/Administration work space. o Assist in set up of appropriate status boards. o Make initial contact with Op Area (County) staff responsible for Compensation and Claims.



Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Finance/Administration Section Chief, directions given, and actions taken. o Information to be shared with other EOC functions

VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE o o o

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Items that require follow-up Information/data needed for recovery operations Issues that involve potential liability



Fulfill all responsibilities of your position.



Create and implement the objectives of the EOC Action Plan for your position. o Collect status reports from each branch as it is activated. o Prepare and submit a preliminary section status report and major incident report to the Planning/Intelligence Section Chief. o Prepare objectives for Compensation and Claims; provide them to the Finance/Administration Section Chief prior to the first action plan meeting.



Provide the Section Chief with updates as requested or appropriate.

Extended Operations In addition to the Initial Response activities: 

Participate in regular Section briefings and provide input to the EOC Action Plan. o Provide the Section Chief with an overall summary of the unit’s operations periodically or as requested during the operational period. o As requested complete and maintain the unit Status Report and submit to the Section Chief.



Maintain a log of all injuries occurring during the disaster/emergency. Coordinate with positions in the Operations Section to collect this information.



Develop and maintain a log of potential and existing claims.



Assist and support employees and their families who are also disaster victims.



Ensure the investigation of all accidents, if possible.



Ensure that the Personnel Unit of the Logistics Section completes claims for any injured personnel or volunteers working at the emergency.



Provide report of injuries and coordinate with the Safety Officer for mitigation of hazards.



Obtain all witness statements pertaining to claims and review for completeness.

Post-Emergency 

Assign staff to assist at Local Assistance Center(s) (LAC), if necessary.

VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE

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

Upon EOC deactivation be sure all staff know: o Which resources have been approved for release o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Be sure the following actions are completed: o Final reports o Close-out of activity log o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up work area and return facility to normal



Provide Logistics Section Supply staff with list of supplies to be replenished.



Submit log and other incident-related documentation to Planning/Intelligence Section Documentation staff.



Provide Claims Cost to Cost Accounting and Recovery.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

VALLEJO, CA

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VALLEJO, CA

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Attachment 4 RECOVERY EMERGENCY ACTION CHECKLIST How to Use the Checklist 

Read this entire checklist before following the stated action.



If a checklist item is not applicable to the situation, then it should be skipped.



Conversely, if a situation develops where a previously skipped item becomes relevant, then that action should be taken.

Increased Readiness 

Upon notification of a potential emergency or disaster, adopt an increased readiness posture.



Review this annex, checklist and appropriate department standard operating procedures.



Document preparedness activities, monitor the situation, and maintain readiness posture.

Initial Response 





Report to EOC and provide or obtain a briefing with the Director of Emergency Services: o Magnitude and scope of event o Areas of City impacted o Current situation and priorities o Actions taken o City, Special District and Operational Area EOCs activated o Existing or anticipated problems/issues Set-up work area: o Assist in the set-up of the Finance/Administration work space. o Assist in set up of appropriate status boards. o Make initial contact with Op Area (County) staff responsible for Recovery. Initiate and maintain an activity log. Record the following information. o By date and time, note arrival time, to whom you report, decisions made, positions activated, personnel assigned to report to the Finance/Administration Section Chief, directions given, and actions taken. o Information to be shared with other EOC functions

VALLEJO, CA

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Feb 2015

EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE o o o

ANNEX E FINANCE/ADMIN SECTION

Items that require follow-up Information/data needed for recovery operations Issues that involve potential liability



Fulfill all responsibilities of your position.



Create and implement the objectives of the EOC Action Plan for your position. o Collect status reports from each branch as it is activated. o Prepare and submit a preliminary section status report and major incident report to the Planning/Intelligence Section Chief. o Prepare objectives for Recovery; provide them to the Finance/Administration Section Chief prior to the first action plan meeting.



Provide the Section Chief with updates as requested or appropriate.

Extended Operations In addition to the Initial Response activities: 



Participate in regular Section briefings and provide input to the EOC Action Plan. o Provide the Section Chief with an overall summary of the unit’s operations periodically or as requested during the operational period. o As requested complete and maintain the unit Status Report and submit to the Section Chief. Monitor response activities and identify any potential issues that require prompt attention. o Prepare claims relative to damage to City property and notify and file claims with insurers. o Act as liaison with the disaster assistance agencies and coordinate the recovery of costs as allowed by law. o Attend Applicant Briefing session conducted by Cal OES following a Declaration of State Emergency. o Prepare all required state and federal documentation as necessary to recover all allowable disaster costs.



Coordinate with the Documentation Unit of the Planning Section for damage related information.



Coordinate with the Director of Emergency Services and Finance/Administration Section Chief to identify staff and initiate a “Recovery Team” prior to EOC demobilization.



Address issues for Long Term Recovery identified in the Emergency Operations Plan, Basic Plan. The major objectives of long-term recovery operations include: o Coordinated delivery of social and health services o Improved land use planning o Re-establishing the local economy to pre-disaster levels o Recovery of disaster response costs

VALLEJO, CA

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EMERGENCY OPERATIONS PLAN VOL TWO: EMERGENCY RESPONSE o 

ANNEX E FINANCE/ADMIN SECTION

Integration of mitigation strategies into recovery planning and operations

Organize and prepare records for final audit.

Post-Emergency 

Assign staff to assist at Local Assistance Center(s) (LAC), if necessary.



Upon EOC deactivation be sure all staff know: o Which resources have been approved for release o When deactivation will take place o Whom they should contact (include phone number) for the completion of ongoing actions or new requirements



Be sure the following actions are completed: o Final reports o Close-out of activity log o Transfer of ongoing missions and/or actions to appropriate full-time staff or appropriate EOC staff person o Clean up work area and return facility to normal



Provide Logistics Section Supply staff with list of supplies to be replenished.



Submit log and other incident-related documentation to Planning/Intelligence Section Documentation staff.



Participate in post-emergency debriefing and critique sessions.



Revise and update emergency plans and procedures to reflect lessons learned from the emergency.

VALLEJO, CA

E-29

Feb 2015